2016MayorsEstimate2 2 2016

2016
MAYORS ESTIMATE
CITY OF CLEVELAND, OHIO

FRANK G. JACKSON
MAYOR
KEVIN J. KELLEY
COUNCIL PRESIDENT
C OMM IT TE E ON F INA NC E
KEVIN J. KELLEY
CHAIR
CITY OF CLEVELAND
Mayor Frank G. Jackson
DONA BRADY
ANTHONY BRANCATELLI
PHYLLIS E. CLEVELAND
VICE CHAIR
KEVIN CONWELL
MARTIN J. KEANE
MAMIE J. MITCHELL
TERRELL H. PRUITT
MATT ZONE
FE B R UA R Y 1 , 2 0 1 6
City of Cleveland
Mission Statement
We are committed to improving the quality of life in the City of Cleveland by

strengthening our neighborhoods, delivering superior services, embracing the
diversity of our citizens, and making Cleveland a desirable, safe city in which to
live, work, raise a family, shop, study, play, and grow old.
The Government Finance Officers Association of the United States and Canada (GFOA) presented the Distinguished
Budget to the City of Cleveland for its annual budget for the Fiscal Year beginning January 1, 2016.
In order to receive this award, a governmental entity must publish a budget document that meets program criteria
as a Policy Document, as an Operations Guide, as a Financial Plan and as a Communications Device.
The award is valid for a one year period only. The City of Cleveland has satisfied the necessary criteria to receive the
award in the following years: 2005, 2006, 2007, 2008, 2012, 2013, 2014, 2015. Prior to the year 2000, the City also
received 15 other awards, for a total of 23 years.
We believe our document continues to conform to program requirements. As we continue to strive for continuous
improvement, we will submit once more to GFOA to determine the eligibility for another award.
Table of Contents
Table of Contents
Document Organization Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Mayor's Letter of Transmittal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Cleveland at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Fiscal Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Budgetary Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
City Wide Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Organizational Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Factors Affecting the Financial Condition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Long-Term Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Capital Improvement Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Fund Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Projected Fund Balance at Year End . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Consolidated Financial Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Official Certificate Of Estimated Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Departmental Goals & Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Departmental Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
General Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67
Expense Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Staffing Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72
Revenue Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79
General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80
Council and Clerk of Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80
Office of the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Office of Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Landmarks Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95
Board of Building Standards and Appeals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99
Board of Zoning Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Civil Service Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Community Relations Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
City Planning Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Boxing and Wrestling Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Office of Equal Opportunity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Cleveland Municipal Court - Judicial Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Cleveland Municipal Court - Clerk's Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Cleveland Municipal Court - Housing Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
Department of Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Department of Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Department of Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Department of Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
Division of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Division of Assessments and Licenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174
February 1, 2016
City of Cleveland 2016 Mayors Estimate
Table of Contents
Division of Treasury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Division of Purchases and Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Bureau of Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
Division of Financial Reporting and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
Information Systems Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198
General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
Office of Budget and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
Department of Public Health. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208
Division of Public Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208
Division of Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
Division of Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
Division of Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
Department of Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Public Safety Administration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Division of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
Division of Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
Division of Emergency Medical Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250
Division of Animal Care and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256
Division of Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260
Office of Professional Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265
Police Review Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268
Community Police Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Police Inspector General. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Department of Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Department of Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284
Division of Public Works Admin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284
Division of Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288
Division of Parking Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
Division of Property Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297
Division of Park Maintenance and Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303
Division of Waste Collection and Disposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309
Division of Traffic Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314
Department of Community Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318
Community Development Director's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318
Department of Building and Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322
Building and Housing Director's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322
Division of Code Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327
Division of Construction Permitting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332
Department of Economic Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 336
Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340
County Auditor Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340
Transfers to Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341
Other Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
Special Revenue Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

Special Revenue Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346
General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347
Restricted Income Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347
Street Construction, Maintenance & Repair. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354
Schools Recreation & Cultural. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354
Cleveland Stadium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 355
February 1, 2016
Table of Contents
Major Enterprise Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
Major Enterprise Funds Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Public Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Utilities General Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Office of Radio Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Utilities Fiscal Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division Of Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Water Pollution Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cleveland Public Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Port Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Airport General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
358
360
360
366
371
376
387
395
403
403
Small Enterprise Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 413

Small Enterprise Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Public Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Golf Course. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Parking Lots General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Eastside Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Public Auditorium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Westside Market General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
414
416
416
420
422
426
427
433
Debt Service Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437

Debt Service Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sinking Fund Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Revenue Bond Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debt Service Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debt Service Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unvoted Tax Supported Obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
438
439
441
443
444
446
Internal Service Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447

Internal Service Funds Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Internal Service Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sinking Fund General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Telephone Exchange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Public Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Motor Vehicle Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Printing & Reproduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Storeroom & Warehouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Health Self Insurance Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prescription Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
448
450
452
452
457
460
460
466
466
471
474
474
475
Agency Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477

Agency Funds Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478
CCA Income Tax Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479
Appropriation Ordinance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 485

Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 494
Alphabetic Listing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 499
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 501
February 1, 2016
Document Organization Summary
Document Organization Summary
This document is designed to assist the reader in understanding the Citys budgetary processes and
resultant budgets. It is organized as follows:
Mayor Transmittal Letter: The Transmittal Letter submitted by The Mayor to the City Council to summarize
the budget recommendations, compiled from detailed information obtained from the various departments
and prepared by the Director of Finance, for conducting the affairs of the City for the following year.
The Introductory Section: A summary of the overall document structure, contents and purpose, the Citys
profile, background and demographics, and City Government structure.
Budget Policies: This section includes a summary of the provisions regulating the Citys budget, tax levies,
budget preparation processes, and appropriations as set forth in the Ohio Revised Code and the City
Charter.
City Fund Structure: The Citys budget is organized by fund. Each fund consists of major categories. The
major funds are: The General Fund, Special Revenue Funds, Enterprise Funds, and the Agency Fund. Funds
from Federal and State grants are not included in the Citys Budget as they have their own funds and
operate on a fiscal year determined by the grantor rather than the Citys fiscal year. This section also
contains historical summaries of all City annually appropriated revenue sources, historical expenditures by
Department, and historical summaries and projected balances for all City funds.
Department Detail: Included for each Department and Division within the City are narratives defining
each section. Also included for each Department / Division are detailed, 3 year historical budgetary line
item expenses and revenue, as well as detailed staffing levels.
Glossary: Included in the document is a Glossary provided to aid with terminology that may be unique to
the City.
February 1, 2016
Mayor's Letter of Transmittal

2
FEBRUARY 1, 2016
To the Cleveland City Council and Citizens of Cleveland,

At the beginning of my eleventh year in office as Mayor of Cleveland, I offer a budget that reflects both
the opportunities and challenges from 2015.
At the commencement of 2016, we expect $1.5 billion of development projects to be completed within
the City of Cleveland in the next year. Several of the largest projects include the $276 million Hilton
Convention Hotel, the $50 million remake of Public Square, the $60 million Kimpton Hotel, the $52
million Drury Plaza Hotel, the $50 million Hemingway project at East 57th Street and Euclid Avenue,
and the $276 million Cleveland Clinic Cancer Institute.
While downtown and many of our other neighborhoods are sharing in these recent successes, I am also
committed to triggering new investments in those neighborhoods which have not been successful in
attracting private investment. That is why I introduced legislation, passed by Cleveland City Council,
which includes a new $25 million fund for leveraging investment in neighborhoods that have not
attracted private investment.
Development projects are occurring all over the City and people unfamiliar with our budgetary process
often assume that these development projects will directly enhance our annual operating budget.
These projects are certainly good for the City, but we're still at recession level revenues.
We face ongoing challenges in balancing the City's $560 million operating budget. For the past several
years I have tried to achieve a structurally balanced budget, which is a budget in which City revenues
match City expenses and no carryover balance from the prior year is required to fill a budget gap.
But since 2010, the City of Cleveland has lost an annual amount of $30 million in reduced State
revenues. These losses, coupled with an annual loss of $18 million in property tax revenues since 2007
attributable to the global recession, have reduced the City of Cleveland's annual revenues by nearly
$50 million. The lost State revenues have limited our capacity for expanding/enhancing service
delivery.
Near-term challenges include the costs of hosting the Republican National Convention in July, 2016,
and the costs of compliance with our May, 2015 Consent Decree with the U.S. Department of Justice.
February 1, 2016
Despite these and other budgetary challenges, we are able to submit to Cleveland City Council and our
residents a balanced budget that maintains our level of City services. The 2016 Mayor's Estimate
provides a solid base for our budget -and the retention of City services-in the face of these challenges
and opportunities.
Therefore, as required by Section 38 of the Charter of the City of Cleveland, I transmit the estimate of
receipts and expenditures for all City departments and divisions for the year 2016, representing a
general fund operating budget of $566.7 million and a total citywide budget of $1.6 billion.
Sincerely,
Frank G. Jackson
Mayor
February 1, 2016
Introduction
4
The City of Clevelands budget is one of the most important documents that the City prepares as it identifies the
services to be provided and how they will be financed. The Citys Budget document, therefore, is intended to
serve as the following:
Introduction
The Budget as a Policy Guide

The Mission of the City of Cleveland is We are committed to improving the quality of life in the City of Cleveland
by strengthening our neighborhoods, delivering superior services, embracing the diversity of our citizens, and
making Cleveland a desirable, safe city in which to live, work, raise a family, shop, study, play and grow old. As a
policy guide, the Budget serves to inform the citizens of Cleveland on policies, goals, and objectives in place
during the coming year for the satisfaction of its mission statement as well as major programs to be financed.
Prudent fiscal management requires the use of budgets to efficiently allocate resources and manage ongoing
operations. The written budget document itself outlines the financial needs of the City and itemizes the amount
of money to be used for various projects in order to make better choices and decisions concerning policies and
activities that can or can not be implemented. This also helps to establish accountability for the effective
operation of programs and activities to be delivered.
The Budget as a Financial Plan

The Citys financial forecasts use internal historical data, National and State economic indicators, and expense and
revenue projections to estimate the future financial state of the City including decisions for controlling expenses
and increasing revenue.
The following data sources are used by the Office of Budget and Management for the generation of the monthly
Financial Outlook Reports in support of required internal decision making processes:
Workforce Trends Includes comparisons of National, State, and local unemployment rates and trends
WARN Notifications - Required layoff announcements for the Cleveland area resulting from the Worker
Adjustment & Retraining Notification Act (WARN) which is a federal law that requires employers with 100 or
more full-time workers to provide advanced notification to workers when faced with a plant closing or mass
layoff.
Housing Data This section provides average listing price for homes for sale in Cleveland, foreclosure
filings, and the status of building permits in the area.
CPI 12 month Consumer Price Index trends for the area.
Fiscal Policies for the City of Cleveland, dictated by state law, City ordinances, and administrative policies, provide
administrative guidelines for planning and directing the Citys day-to-day financial affairs. A summary of the
specific policies upon which the budget was developed are as follows:
Balanced Budgets as required by law.
Modified Accrual Accounting Methodology which records revenues when available and expenditures
when services are received and treats encumbrances as expenditures at the time the funds are encumbered.
Internal Accounting Controls which assure the safeguarding of assets against loss from unauthorized
use.
Yearly Audits of all financial records and actions of the City, its officials and employees in compliance with
local, State, and Federal law.
Aggressive Cash Management and Investment policies and programs to help achieve the maximum
financial return of invested funds.
February 1, 2016
Introduction
The Budget as an Operations Guide

As an operations guide, the Budget indicates how departments and funds are organized and informs the
reader of all the activities, services and functions carried out by each department. Each Department Summary
section lists its mission statement, a brief department description along with objectives and performance
measures. Also included are detailed 3 year expense and revenue budgets as well as staffing levels.
The Budget as a Communication Device

As a communication device, the yearly budget provides summary information to aid constituents in
interpreting the document. The Mayors Estimate and final resultant budget book, focuses only on the annual
operating budget for each division. Our goal is to make it an effective communication tool that clearly explains
significant budgetary issues, priorities, goals and objectives, and financial strategies of the City. The yearly budget
plan allows the Senior Administrative Team to establish a baseline of accountability.
To satisfy our goal, this budget document includes a Mayors Transmittal Letter which summarizes all of the
fiscal plans of the City for the upcoming fiscal year. Updated Charts and graphs have been added to help
consolidate, summarize, and better explain the information as much as possible. There is also a detailed table of
contents and a glossary of common terms to make it easy to locate and understand its contents.
Our structured monthly report to senior management provides a road map that helps by communicating the
Citys current position on issues and resources, highlighting deadlines for content delivery, and understanding the
next steps for goal achievement.
The City of Cleveland has annual operating budgets and multi-year budgets. The annual operating budget
covers the calendar year and primarily relates to the normal daily operations of the City. This budget outlines
specific expenditures (salaries, supplies, etc.) and programmatic totals. Under Ohio law, cities are required to
maintain their accounts on a cash basis. Therefore, expenditure amounts presented in this document include not
only actual expenditures, but also encumbrances and pre-encumbrances. Budgets that fall under this annually
appropriated category are:
Airports
Public Auditorium
Cemeteries
Restricted Income Tax
Central Collection Agency
Sinking Fund
East Side Market
Stadium Fund
General Fund
Storeroom
Golf Courses
Street Construction & Maintenance
Information Systems Services
Telephone Exchange
Motor Vehicle Maintenance
Utilities
Printing & Reproduction
West Side Market
The multi-year budgets that span several years primarily consists of capital expenditures or grants. These
budgets cover programs or projects which either require more than one year to complete or which bridge two
calendar years.
Examples are:
Capital Projects
Categorical Grants
Community Development Block Grant (CDBG)
Workforce Investment Act (WIA)
February 1, 2016
Cleveland at a Glance
6
HISTORY
In 1796, U.S. General Moses Cleaveland from the Connecticut Land Company surveys the Western Reserves 3.3
million-acre piece of land on the shores of Lake Erie is called the "Western Reserve." The city was named after
Moses Cleaveland, and incorporated as a city in 1836. The Ohio and Erie canals, railroad development and an
abundance of natural resources (iron, oil), brought dramatic industrial growth to the new city; during the Civil war,
Cleveland was an important supply center. Like many of America's older industrial American cities, Cleveland
withstood declining prosperity and loss of population in the second half of the 20th century. Recent reinvestment in the downtown area (new stadiums for its sports teams, the Rock & Roll Hall of Fame, shopping
arcades) has revitalized the city. Though still a manufacturing town, Cleveland's economy is now more diversified,
with research firms, law firms and the health care industry among its leading employers. The city is a hub for two
major airlines.
STRATEGIC LOCATION
Situated in northeastern Ohio on the southern shore of Lake Erie, Clevelands geographic location is one of its best
assets. It is one of the few places where water, rail and highway meet. Ample truck, rail and air connections allow
shippers to economically transport their goods between Cleveland and other destinations. It was founded near
the mouth of the Cuyahoga River, and became a manufacturing center owing to its location at the head of
numerous canals and railroad lines. The Ohio and Erie Canal coupled with rail links helped establish the city as a
major American manufacturing center. Steel and many other manufactured goods emerged as its industries. The
city lies within close reach of the concentration of the nations consumers. Nearly half of all U.S. households,
businesses and manufacturing plants are less than an eight-hour drive from Cleveland.
The City of Cleveland is the county seat of Cuyahoga County, the most populous county in the state. Cleveland
has grown from an average of approximately 17,000 people in 1850 to an estimated 398,000 in 2010. According to
the United States Census Bureau, the city has a total area of 82.4 square miles consisting 77.6 square miles of land
and 4.8 square miles of water. The shore of Lake Erie is 569 feet above sea level; however, the city lies on a series of
irregular bluffs cut principally by the Cuyahoga River, Big Creek, and Euclid Creek.
Public Square 1912
Present Day Skyline
February 1, 2016
DIVERSIT Y
Cleveland is a City proud of the cultural and ethnic diversity
of its population and workforce and the rich cultural
identity of its many neighborhoods. In the early days the
thriving factories of Cleveland attracted an influx of
immigrants from Ireland, Germany and Eastern Europe.
After World War I, Cleveland saw a rise in its AfricanAmerican population; in 1967, Cleveland became the first
major US city to elect an African-American mayor.
Cleveland is a colorful tapestry of people and cultures and
offers 36 unique neighborhoods with more than 77
different cultural groups. Each is diverse and with a rich
cultural heritage. According to the US Census estimates for
2010, the racial composition of Cleveland is 52% African
American, 33% White American, and 9% Hispanic and
Latino Americans.
EDUCATION
The Cleveland Municipal School District (CMSD) is comprised of 112 facilities throughout the city
serving nearly 45,000 students. There are a broad range of programs incorporated into the
curriculum which give students insight to various careers and post secondary options. There are a
number of high schools that have partnered with area colleges and universities to deliver exposure
to those students who have shown interest early in high endeavors.
Cleveland State University is located slightly east of downtown Cleveland and is known for being
one of the most culturally diverse and affordable 4-year institutions in the area. Case Western
Reserve University (CWRU) is recognized as being the largest research university in the State of
Ohio, and fourteenth largest in the US. Some notable alumni for CWRU are former Cleveland Mayor
Carl B. Stokes, former Miami Dolphins Head Coach Don Shula, and Congress Members Stephanie
Tubbs-Jones and Dennis Kucinich.
SPORTS
Several professional sports teams call Cleveland home, and they have drawn incredibly loyal fans and impacted
the revenue of the city heavily. Despite the weather conditions, many traditions have been formed across the
board.
The Cleveland Browns football team was charted in 1946 as a part of the All-America Football Conference and
later joined the National Football League in 1950. In 1995, the entire team formed a new franchise as the
Baltimore Ravens. In 1999, the Cleveland Browns reorganized helping boost the revenues for the City once again.
The Cleveland Cavaliers basketball team has been a part of the National Basketball Association since 1970.The
Cleveland Indians baseball team was established in 1901 in the Major League.The Lake Erie Monsters are the
American Hockey League for the city. Also, the Cleveland Gladiators are the mens arena football team and
Cleveland Fusion is the womens arena football team.
February 1, 2016
8
TOURISM
Cleveland has many
attractions to appeal
to all.The Rock & Roll
Hall of Fame is a non
profit
organization
that seeks to educate
its visitors about the
history and influence
of Rock & Roll music.
Since opening in 1995,
the Rock & Roll Hall of Fame has driven more than $1.7 billion in
revenue averaging around $107 million in revenue annually.
The Great Lakes Science
Center is one of the nations leading science and technology centers.
The center houses many hands-on and traveling exhibits and is also
known for its Omnimax Theatre. The center hosts many over night
events for youth to help bring awareness to science and how it affects
the world we live in. The Science Center is also home to Northeast
Ohios first wind turbine, the NASA Glenn Visitor Center, and the
Science, Technology, Engineering, & Math High School known as STEM.
The newest attraction to the city is Greater Cleveland Aquarium, which
opened in January 2012. The aquarium features tanks of all different
sizes with aquatic creatures from the lakes of Ohio, Lake Erie, and other
areas in the US.
The City of Cleveland also features the Good Time III and Nautica
Queen Dining Ship for a spectacular view of the city from the water.
The Good Time III features many activities for as many as 1,000
passengers as it sails the Cuyahoga River and Lake Erie. The Nautica
Queen sets sail from the West Bank Flats which is home to the new
Greater Cleveland Aquarium, IMPROV Comedy Club, Windows on the
River restaurant and many other places of leisure.
In May of 2012,
Cleveland welcomed Horseshoe Casino, Ohios first full service
casino. The casino welcomed more than 2.6 million visitors in
the first six months of opening. The casino is located in the
former Higbee building which is easily accessible to the Tower
City Center as well as Public Square. In April 2013, Thistledown
Racino opened and Hard Rock Rocksino opened its doors in
December 2013.
INTERNATIONAL
Cleveland, historically known as a hub for American manufacturing, has continued to build strong service-sector
industries such as healthcare, banking/financial services, insurance, legal services, and tourism, among others.
Cleveland, Ohio is home to 110 different ethnic groups, speaking over 60 different languages. The City of
Cleveland maintains 21 strategic Sister City partnerships around the globe that focus on economic, cultural, and
educational exchanges. In addition to the Sister City Program, the City of Cleveland and Mayor's Office has a close
working relationship with Cleveland's Diplomatic Consular Corp, the Cleveland Council of World Affairs, and many
other internationally focused organizations throughout Northeast Ohio.
February 1, 2016
EMPLOYMENT AND UNEMPLOYMENT

The leading industries in Cleveland, Ohio are Education and Health Services, 19.2%; Trade, Transportation, and
Utilities, 17.5%; Professional and Business Services, 13.8%, Government, 12.9%; and Manufacturing 11.7%.
According to the Bureau of Labor Statistics, the average salary for jobs in Cleveland, Ohio is $46,301, and the
median income of households in Cleveland was $26,217.
Since 2010, the unemployment rate has continued to decline, with a change of almost 4.7% by the end of 2015.
Unemployment Rate
Annual Average
Cleveland
Ohio
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
Cleveland
2011
10.6%
2012
9.9%
2013
9.8%
2014
8.0%
2015 (Nov)
4.9%
Ohio
8.7%
7.4%
7.4%
5.7%
4.4%
February 1, 2016
10
MAJOR EMPLOYERS
Company
Cleveland Clinic Foundation
University Hospitals
U.S. Office of Personnel Management
Cuyahoga County
Cleveland Metropolitan School District
City of Cleveland
MetroHealth System
KeyCorp
Case Western Reserve University
Sherwin-Williams Company
Number of Employees
32,269
15,447
11,536
7,772
7,203
6,666
5,839
4,708
4,443
3,476
SOURCE: Crains 2016 Book of Lists
AIRPORT QUICK FACTS

24 hours a day, 7 days a week
Hours of Operation:
Layout:
Acres
2,000
Concourses
Runways
Terminals
Operations Per Year:

Commercial Airline Operations
68,759
Taxi/Commuter Commercial
30,821
General Aviation
8,612
Cargo Commercial Airline Operations
3,054
Military Flights
193
Landings per day:

General Aviation
84
Commercial Departures
140
Commercial Arrivals
140
Public Parking Spaces:

CLE Smart Parking Garage
3,997
Blue Lot Parking
380
Orange Lot Parking
934
Brown Lot Parking
500
Red Lot Parking
230
Services:
February 1, 2016
General Aviation Based Aircraft
50
Passenger Airlines
All-Cargo Airlines
11
POLICE QUICK FACTS

911 Calls Per Year
327,656
Investigated Cases
66,895
Vehicles
652
Neighborhood Watch Locations
60
Motorcycles
39
Canine Teams
Stations
Helicopters
Public Safety Communications Center
Police Headquarters
FIRE & EMS QUICK FACTS

EMS Incoming Calls Per Year
115,303
Fire Unit Responses
114,325
EMS Medical Runs Per Year Dispatched
103,574
Patients Transported to Hospitals by EMS
74,658
Fire/Emergency Incidents
68,983
Fire Stations
23
Engine Companies
22
EMS Units
18
Ladder Companies
11
Rescue Squads
February 1, 2016
12
PARKS & RECREATION QUICK FACTS

Park Acreage
1,489
Park Sites
154
Ball Fields
138
Tennis Courts
101
Basketball Courts
108
Playgrounds
109
Swimming Pools
41
Shelters
41
Spray Basins
24
Recreation Centers
21
Public Golf Courses
Residential Camp
Sports Complex
Cultural Arts Center
Historical Baseball Park
PARKING QUICK FACTS
February 1, 2016
Parking Meters
2,650
Coin & Debit/Credit Meters
20
Parking Lots
Parking Garages
13
2020 FUTURE LAND USE

After careful analysis of future plans and projects, City Planning staff developed the 2020 Future Land Use Map
illustrating the City's intended future use of its land resources. Future studies will be needed to outline the
potential development yields from these recommendations. The following tables summarize citywide land use
data for the year 2000 and for the proposed land use under the recommendations of the 2020 Citywide Plan.
Differences in the categories between the tables are the additions of the "Mixed Use: Residential/Retail" and
Mixed Use: Downtown" categories under the Proposed Citywide Land Use: 2020 table. These categories are
reflective of one of the plan's major land use recommendations - to encourage more mixed-use development in
order to promote more walkable and transit-friendly neighborhoods.
Citywide Land Use:2000
LAND USE
ACRES
PERCENT
Single-and Two-family
14,456
29
Local Streets
7,476
15
Transportation/Utilities
6,936
14
Recreation/Open Space
3,495
Heavy Industry
3,253
6.5
Light Industry
3,171
6.4
Institutional
3,144
6.3
Vacant Land
2,755
5.5
Multi-family
1,832
3.7
Retail
1,591
3.2
Commercial Service
800
1.6
Office
357
0.7
Water
317
0.6
Commercial Parking
181
0.4
Townhouse
110
0.2
Mixed-use: Live-Work
15
February 1, 2016
14
Proposed Citywide Land Use:2020
LAND USE
ACRES
PERCENT
Single-and Two-family
16,496
33.1
Local Streets
7,462
15.0
Transportation/Utilities
6,423
12.9
Recreation/Open Space
4,250
8.5
Light Industry
3,906
7.8
Institutional
3,000
6.0
Heavy Industry
2,304
4.6
Multi-family
1,390
2.8
Retail
1,349
2.7
Commercial Service
983
2.0
Mixed Use: Residential-Retail
771
1.5
Office
512
1.0
Townhouse
426
0.9
Water
317
0.6
Mixed Use: Downtown
211
0.4
Mixed Use: Live Work
52
0.1
Commercial Parking
38
0.1
Eight Ideas for Vacant Land Reuse in Cleveland: "Sustainable Land Reuse Strategies"
Long-term population and job loss, coupled with the recent mortgage foreclosure crisis, has, ironically, made
vacant land Cleveland's most rapidly growing "land use." Today approximately 3,300 acres of land in Cleveland sits
vacant, nearly all having been once occupied by development. This vacant or "vacated" land represents about
20,000+ parcels of land, over 12,000 of which are under City control in Cleveland's Land Bank. This scenario creates
a unique opportunity for Cleveland to "re-imagine" itself as a smaller but more vibrant, more healthful and more
prosperous community that provides a better quality of life for its residents.
Building on the recent study known as Reimagining a More Sustainable Cleveland, the City of Cleveland Planning
Commission and its partners assembled eight interdisciplinary Working Groups to prepare action-oriented
recommendations designed to facilitate sustainable re-use of vacant land in Cleveland and Cuyahoga County.
Most groups focused on a particular land use type or land treatment, such as urban agriculture, stormwater
management and environmental remediation, while other groups focused on reconfiguring the citywide
development pattern.
This effort represents a strategy that outlines "eight big ideas" for the sustainable and productive re-use of the
increasing supply of vacant land in Cleveland and Cuyahoga County. These ideas are guided by the themes of
improving Community, Prosperity and Public Health. More specifically, the document identifies "issues" and
"opportunities" and then "keys to moving forward" for each of the land use and treatment types, while presenting
a map and criteria to guide the placement and targeting of these uses on an interim basis and on a long-term
basis.
February 1, 2016
15
Roster of Elected Officials

CITY COUNCIL
Frank G. Jackson
WARD
Mayor
TELEPHONE
664-3990
E-MAIL
frankjackson@city.cleveland.oh.us
Terrell H. Pruitt
664-4944
tpruitt@clevelandcitycouncil.org
Zachary Reed
664-4945
zreed@clevelandcitycouncil.org
Joe Cimperman
664-2691
jcimperman@clevelandcitycouncil.org
Kenneth L. Johnson
664-4941
kjohnson@clevelandcitycouncil.org
Phyllis Cleveland
664-2309
pcleveland@clevelandcitycouncil.org
Mamie J. Mitchell
664-4234
council6@clevelandcitycouncil.org
TJ Dow
664-2908
tdow@clevelandcitycouncil.org
Michael D. Polensek
664-4236
mpolensek@clevelandcitycouncil.org
Kevin Conwell
664-4252
Jeffrey Johnson
10
664-4231
Dona Brady
11
664-3708
dbrady@clevelandcitycouncil.org
Anthony Brancatelli
12
664-4233
abrancatelli@clevelandcitycouncil.org
Kevin J Kelley
13
664-2943
Brian J. Cummins
14
664-4238
bcummins@clevelandcitycouncil.org
Matt Zone
15
664-4235
Brian Kazy
16
664-2942
bkazy@clevelandcitycouncil.org
Martin J. Keane
17
664-4239
mkeane@clevelandcitycouncil.org
WARDS OF THE CITY
Phyllis Cleveland
Ward 5
Matthew Zone
Ward 15
Michael Polensek
Ward 8
Kevin Conwell
Ward 9
TJ Dow
Ward 7
Dona Brady
Ward 11
Joe Cimperman
Ward 3
Jeffrey Johnson
Ward 10
Mamie Mitchell
Ward 6
Martin Keane
Ward 17
Kenneth Johnson
Ward 4
Anthony Brancatelli
Ward 12
Brian Cummins
Ward 14
Brian Kazy
Ward 16
Kevin Kelley
Ward 13
Zachary Reed
Ward 2
Terrell Pruitt
Ward 1
February 1, 2016
16
Did You Know???

Superman Originated in Cleveland
The story of Superman began 75 years ago in the Glenville neighborhood of
Cleveland when creators, Jerry Siegel and Joe Shuster, introduced Superman, a
hero with incredible super powers, to the comic world. Superman as we know
him today was dreamed up by Seigel and Shuster in 1933. D.C. Comics
Publisher, Harry Donenfeld, took interest in the strip and it was published in
1938. By 1939, Superman's story was quickly spreading worldwide.
Superman, the sole survivor of the planet Krypton, came to Earth when his
father, knowing Krypton would explode, put him in a starcraft. He landed on
the farm of the Kent's in Smallville, Kansas. Super powers not yet apparent, the
Kent's named him Clark and raised him as their own son; and, as time went on,
Superman's powers developed and he is known today for being "faster than a
speeding bullet, more powerful than a locomotive, and able to leap tall
buildings in a single bound." His powers include superhuman strength, speed, and senses, including telescopic
vision, super-hearing, and freeze breath; and flying and invulnerability to everything except Kryptonite and the
red sun.
This blue-tighted, red-caped superhero may be the most famous comic book character ever and his fight for
"Truth, Justice and the American Way," began right here in Cleveland. He has starred in every medium from comic
strips to cartoons, books, movies, and television shows. Superman is an icon in Cleveland, as are his creators.
Cleveland Hopkins International Airport is home to the Superman Welcome Center; the Siegel and Shuster
Society is proudly dedicated to commemorating and celebrating the creation of Superman in Cleveland; and the
intersection near the home where Superman was created has streets designated as "Jerry Siegel Lane" and "Lois
Lane," both emblazoned with the Superman "S" logo. Superman's impact on the world is worthy of great
recognition and we are proud to call Cleveland the home of Superman. Looking out over a sea of supermen and
women, Mayor Frank Jackson declared Thursday "Superman Day" in Cleveland on the 75th anniversary of the
superhero's first appearance on the cover of "Action Comics" No. 1 in 1938.
Movies Filmed in Cleveland

The Fortune Cookie (1966)
The Deer Hunter (1978)
Christmas Story (1983)
Light of Day (1987)
Major League (1989)
Happy Gilmore (1996)
Air Force One (1997)
Antwone Fisher (2002)
Welcome to Collinwood (2002)
American Splendor (2003)
Spiderman 3 (2007)
The Soloist (2009)
25 Hill (2011)
Falling Backwards (2011)
Boot Tracks (2011)
Take Shelter (2011)
The Avengers (2012)
Fun Size (2012)
Alex Cross (2012)
Captain America 2 ( 2013)
Bad Grandpa (2013)
Jennys Wedding (2013)
Draft Day (2014)
February 1, 2016
17
What Does the Rock & Roll Hall of Fame

Have in Common With a Record Player?
The Rock & Roll Hall of Fame in Cleveland, Ohio was constructed from 1993-1995. It is dedicated to archiving the
history of some of the best-known and most influential artists, producers, engineers and others who have, in
some major way, influenced the music industry through the genre of rock music. The Foundation began
inducting artists in 1986, but the Hall of Fame still had no home. The search committee considered several cities,
including Memphis, Detroit, Cincinnati, New York City, and Cleveland. Cleveland lobbied hard to be chosen, citing
that WJW disc jockey Alan Freed both coined the term "Rock and Roll" and heavily promoted the new genre, and
that Cleveland was the location of Freed's Moondog Coronation Ball - the first major rock and roll concert. Civic
leaders in Cleveland pledged $65 million in public money to fund the construction.
On May 5, 1986, the Hall of Fame Foundation chose Cleveland as the permanent home of the Rock and Roll Hall of
Fame and Museum. Designed by internationally renowned architect I.M. Pei, the building is a state-of-the-art
facility that rises above the shores of Lake Erie. The interior collections of memorabilia is immediately referenced
from the building's exterior. For instance, at one entrance to the museum, a major exhibition area in the form of a
record turntable and spindle serves as a gallery space.
Since 1997, the Rock and Roll Hall of Fame has featured numerous temporary exhibits including I Want to Take You
Higher: The Psychedelic Era, 1965 - 1969, ELVIS, an exhibit about the "King of Rock and Roll," Lennon: His Life and
Work, and In the Name of Love: Two Decades of U2. Artists are inducted into the Rock and Roll Hall of Fame at an
annual induction ceremony. About a year and a half after the opening of the Rock and Roll Hall of Fame and
Museum, the ceremony was held in Cleveland. It returned to Cleveland in 2009 and again in 2012. Current plans
call for the ceremony to be in Cleveland every three years.
February 1, 2016
18
Famous Clevelanders
The Following Are Notable Figures In Movies, Music, & Media From Cleveland
Steven Adler- Drummer for Guns and Roses
Catherine Bach- Played the role of Daisy Duke on The Dukes of Hazzard
Halle Berry- Academy and Emmy Award winning actress famous for roles in Catwoman,
Introducing Dorothy Dandridge, and Monsters Ball. She is also the spokeswoman for Revlon.
Drew Carey- Starred in his own sitcom The Drew Carey Show and the improv comedy show Whos
Line Is It Anyway? Currently, he is the host of The Price is Right.
Tracy Chapman- Four time Grammy award winning singer/songwriter known for such hits as Fast
Car and Give Me One Reason.
Tim Conway- Starred in the 1960s comedy series McHales Navy as Charles Parker and later joined
the cast of the Carol Burnett Show.
Wes Craven- Director of many memorable horror films including Nightmare on Elm Street and the
Scream series.
Phil Donahue- Creator and host of the Phil Donahue show. Phil began his career at KYW radio and
TV while residing in Cleveland.
Alan Freed- Famous Disk Jockey that coined the phrase Rock n Roll and is the first radio host who
included African American artists on his show The Moondog House. He also organized the very first
rock concert entitled The Moondog Coronation Ball
Arsenio Hall- Host of his own late night television show The Arsenio Hall Show from 1989 to 1994
and winner of Donald Trumps Celebrity Apprentice in 2012.
Steve Harvey- Born in Welch, West Virginia, Steve Harvey is a graduate of Clevelands Glenville High
School and Kent State University. Steve is most noted for his starring role on The Steve Harvey Show
and The Original Kings of Comedy. He also is a radio personality and author of Act Like a Lady, Think
Like a Man, and is currently the host of televisions top game show Family Feud.
Bob Hope- Star of Broadway, Vaudeville, radio, and motion pictures. Widely known for his series of
USO shows created for US soldiers in 1941 which continued through the Persian Gulf War in 1991.
Terrence Howard- Golden Globe and Academy Award nominated actor raised in Cleveland, known
for roles in Hustle & Flow, Crash, The Best Man, and Red Tails.
Chrissie Hynde- Leader of the rock band the Pretenders who was inducted into the Rock & Roll Hall
of Fame in 2005.
Henry Macini- Composer who created the themes to the Pink Panther, Peter Gunn, and Moon River.
Paul Newman- Award winning actor who also is the co-founder of Newmans Own food
manufacturing company in which all tax profits and royalties are donated to charity.
Mehmet Oz- Affectionately known as Dr. Oz and is noted for his recurring appearances on The
Oprah Winfrey Show. Now the star of The Dr. Oz Show.
Jerry Siegel and Joe Shuster- Creators of the comic series Superman in 1933.
Michael Symon- Award winning chef and television personality of Iron Chef which can be seen
regularly on the Food Network.
Bobby Womack- Lead singer of Valentinos and guitarist for Sam Cooke. Songwriter and original
artist of Its All Over Now which was The Rolling Stones first No. 1 hit. Inducted into the Rock & Roll
Hall of Fame in 2009.
February 1, 2016
19
Famous Clevelanders
The Following Are Notable Sports Figures From Cleveland
Jim Brown- Actor and legendary running back for the Cleveland Browns.
Bob Feller - One of the greatest right handed pitchers in baseball history who entered the
Major Leagues at the age of 17 and was the pitcher for the Cleveland Indians for 18 seasons.
John Heisman- Born in Cleveland in 1869. Known as An Innovator of the Game and the most
Prestigious Award in College Football is named after him.
Don King- Boxing Promoter. One of his most notable matches is the heavyweight
championship fight between Muhammad Ali and George Foreman, which is populary known
as The Rumble in the Jungle. Another fight was Thrilla in Manila between Ali and Joe Frazier.
Outside of boxing, he was manager of The Jacksons 1984 Victory Tour. He also purchased the
Call and Post in 1998.
Jesse Owens- James Cleveland Owens affectionately known as J.C. or The Buckeye Bullet was
born in Oakview, Alabama and later moved to Cleveland, OH at the age of 9. His teacher who
was unable to decipher his southern accent mistook J.C. for Jesse which is what fueled his name
change. Graduate of East Technical High School and The Ohio State University who later won
four gold medals at the Munich Olympics in 1936 .
Don Shula- Graduate of John Carroll University and Case Western Reserve. Former Cleveland
Browns Defensive Back as well as the Baltimore Colts, and Washington Redskins. He is most
notably known as head coach of the Miami Dolphins where he earned the title as one of the
most winningest coaches in the NFL.
George Steinbrenner III- Owner of the New York Yankees for 37 years in which he lead them to
seven World Series titles and eleven pennants.
The Following Are Other Notable Figures From Cleveland

Dorothy Dandridge- Golden Globe and Academy Award nominated actress best known for
her roles in Carmen Jones and Porgy and Bess.
James A. Garfield- 20th president of the United States whose term only lasted 200 days
because he was assassinated in July 1881.
Patricia Heaton- Actress best known for her work in Everybody Loves Raymond.
Toni Morrison- Pulitzer Prize, Nobel Prize and American Book Award winning author of Beloved.
John D. Rockefeller- American industrialist and philanthropist who founded the Standard Oil
Company in 1870. The first American worth more than a billion dollars. Also was the founder of
the University of Chicago and Rockefeller University.
James Spangler- A janitor from Canton, Ohio who invented the Hoover Vacuum Cleaner in
1907.
February 1, 2016
20
Cleveland Fun Facts

Cleveland was home to the first
traffic signal which was invented in
1914 and created by Garrett A.
Morgan, who also invented the
first gas mask.
Chef Boyardee was founded in

Cleveland by Italian immigrant Ettore
Hector Boiardi in 1928 .
Life Savers Candy was invented in 1912

by Clarance Crane in Cleveland.
Sherwin Williams, which was

established in 1866, is
headquartered in Cleveland.
The first Monday Night was held on

September 21, 1970 in which the
Cleveland Browns defeated the New
York Jets.
Cleveland vs Cleaveland
The original spelling of Cleveland was the same General Moses Cleaveland,
however the A was dropped when a newspaper ran out of space on its
masthead.
Terminal Tower was finished in 1930

and was the tallest building in the US
outside of New York City until 1964.
Euclid Avenue, formally Millionaires

Row was internationally known for the
prominent residents of mansions along
the street. Some residents included John
D. Rockefeller and personal secretary to
Abraham Lincoln, John Hay.
Cleve land was the first city in the

US to elect an African American as
Mayor. His name was Carl B.
Stokes
Fashion Week
Cleveland is held the
first week of May each
year and is the third
largest fashion week in
the US behind New
York and Los Angeles.
February 1, 2016
Key Corp, the 24th largest bank in

the US is headquartered in
Cleveland. Key Tower is also the
Largest building in Ohio.
Calendar
AUGUST
21
Calendar
Office of Budget & Management (OBM) distributes budget factors and conducts budget training sessions
with each department.
Departments submit preliminary revenue and expense budget requests estimates to OBM
OCTOBER
Preliminary budget review hearings are conducted with each Department.
NOVEMBER
Current Budget Year Transfer and Supplemental Appropriation Ordinances are prepared.
Temporary Appropriation Ordinance is prepared for the upcoming budget year.
DECEMBER
The City presents the Transfer Ordinance, Supplemental Appropriation Ordinance, and the Temporary
Appropriation Ordinance to City Council and files the approved ordinances with the Cuyahoga County
Budget Commission.
FEBRUARY
The Mayor's Estimate, including preliminary expenses and revenues for the upcoming year is prepared, and
submitted per the Charter of the City of Cleveland, to City Council no later than Feb. 1.
City Council conducts budget hearings on the budget recommended in the submitted Mayor's Estimate
MARCH
The 2nd reading by Council of the amended, reconciled appropriation ordinance generated from the
Mayor's Estimate can not occur per Ordinance until after the Budget Hearings are completed.
The 3rd reading and passage by Council of the amended, reconciled appropriation ordinance generated
from the Mayor's Estimate can not occur before 15 days after the 2nd reading.
APRIL
CITY BUDGET APPROVED
Cleveland City Council approves a balanced appropriated budget by April 1st for the calendar year.
Final Budget Book is printed and posted online after Council approval.
The Draft Capital Improvement Plan is generated
The City's 5 year Financial Plan is prepared as a planning tool to project future funding requirements.
The City's Tax Budget is prepared and submitted to the County to assure that the appropriate property tax
levy is established and that the apportionment of local government funds is distributed.
The Final Budget Book submitted to GFOA for the Distinguished Budget Book Award.
MAY
JUNE
THROUGH THE YEAR AS REQUIRED
CERTIFICATE / AMENDED CERTIFICATE OF RESOURCES
The Certificate of Estimated Resources is revised as additional revenue sources are realized throughout the
year and submitted to the County which issues a new certificate permitting the City to increase
appropriations to the level of the additional revenue.
February 1, 2016
Fiscal Policies
22
Fiscal Policies for the City of Cleveland are dictated by state law, City ordinances, and administrative policies. They
provide administrative guidelines for planning and directing the City's daily financial affairs. The City's Fiscal
Policies assure that the City's finances are managed in an acceptable manner that provides for the delivery of
quality services within its budgetary restrictions. Below are existing fiscal processes and guidelines for optimizing
resources and accomplishing citywide goals and objectives.
Fiscal Policies
Fiscal Policies
Budgetary Control
By law, the City is required to adopt a balanced budget in which expenditures do not exceed estimated resources,
as certified by the Cuyahoga County Budget Office. Once adopted, modifications to the original budget must be
approved by City Council. The City maintains budgetary control by not permitting expenditures to exceed
appropriations for personnel costs and other costs, within a division of the City, without the approval of City
Council. Adjustments to the budget can only be made within a division and then within each category. Further
legislation is required to move budget amounts from "personnel" to "other" or vice versa, or between divisions. It
is the Mayor's policy to enact whatever stringent measures are required to maintain existing levels of service to
the residents. This is often accomplished by establishing a budget freeze and/or postponing the hiring of
budgeted positions.
Capital and Debt
The total amount allocated for ongoing General Fund supported capital and debt is appropriated by Ordinance in
the Restricted Income Tax (RIT) Fund. The amount appropriated for the RIT Fund is 1/9th of the total Income Tax
and Interest Income.
A five-year Capital Improvement Plan is updated annually and includes other anticipated funding sources. The
City limits long-term debt to only those capital improvements that cannot be financed from RIT appropriations.
The City collaborates with its financial advisors to structure debt in a way that debt load is explicitly related to the
operating budget and ensuring the debt load will not impair operating needs. The total General Obligation debt
load is limited to an unvoted 10 mil limit to ensure no undue burden on the taxpayers. Debt schedules are
included in the annual budget.
Capital Assets
Capital assets include property, plant, equipment, and infrastructure assets. The City defines capital assets as
assets with an estimated useful life in excess of one year and an individual cost of more than $5,000 for land,
furniture, fixtures equipment and vehicles and $10,000 for all other assets or projects.
Purchased assets are recorded at historical cost or estimated historical cost. Contributed assets are recorded at
their estimated fair market value on the date contributed. The City depreciates capital assets on a straight-line
basis based on estimated useful life.
Cash Management & Investments
The City of Cleveland's Investment Policy conforms to Chapter 178 of the Codified Ordinances of the City of
Cleveland. It is designed to ensure the availability of operating and capital funds as needed while achieving an
investment return competitive with comparable funds and financial market indices. The policy applies to the
investment of all monies under the custody and control of the Division of Treasury.
Maintenance of adequate liquidity is essential. Selection of investment maturities is consistent with cash
requirements. Assets are invested in permitted securities with a stated maturity of no more than five (5) years,
unless the security is matched to a specific obligation or debt.
The City's investments are segregated into distinct portfolios, including the General Fund, Division of Water,
Airport, Utilities, Cemeteries, Safety, and Railroads. All portfolios are managed to accomplish targeted objectives
concerning the preservation of principal, liquidity requirements, and maximization of investment returns.
Fees and Charges
The Office of Budget & Management reviews cost recovery and cost of service policies on an ongoing basis for all
fees billed and collected by the City. A comprehensive user fee and rate schedule model is used to calculate the
full cost of providing City services and to recommend updates to existing fee structures. Most fee changes require
City Council approval. Some can be changed through action by the Board of Control or at the discretion of a
division director.
February 1, 2016
Fiscal Policies
23
Economic Analysis
On a monthly basis, the Office of Budget & Management analyzes the regional economy and issues that impact it,
including unemployment, inflation, economic activity and growth. This information is disseminated to the
Administration to provide context and aid in deciding the allocation and use of limited resources.
Indirect Costs
The City of Cleveland utilizes a cost allocation methodology that ensures Enterprise Funds, Federal of State
Awards, and other Grants contribute their fair share of central service costs. Indirect costs charged to Federal
programs comply with the revised OMB Circular A-87. They are based on actual allowable salaries of personnel
assigned to the program.
Operational
The City conducts its fiscal and budgetary deliberations in City Hall Council Chambers. All proceedings are
broadcast by the City's TV20 television station. Public announcements are published in local newspapers at least
72 hours in advance of Budget Hearings.
Revenues and Reserves
Current revenues are balanced against current expenses, in all funds, on an annual basis. For Enterprise Funds, the
annual budget recognizes debt service payments as expenses and bond and grant proceeds are recognized as
revenues. It is the City's express policy to maintain a Rainy Day Fund equal to 2 - 5% of General Fund budgeted
expenditures.
Salaries
Approved salary increases, over the amount budgeted for salaries, are financed from vacancy savings in the
department. All positions are governed by pay bands approved by City Ordinance. Union compensation, step
increases, and benefits are subject to negotiated labor agreements.
Unencumbered Funds
The City of Cleveland certifies to the County Auditor the total amount, from all sources, available for expenditures
from each fund. The amount includes any unencumbered balances that existed at the end of the preceding year.
The total appropriations from each fund cannot exceed the total estimated revenue available for expenditure.
General Fund department budgets that are not expensed or encumbered at the end of the year are used to offset
expenses in other departments through a Transfer Ordinance or revert back to the General Fund unencumbered
beginning balance to help finance the new fiscal year.
Vacancy Replacements
Budget payroll projections prepared by the Office of Budget & Management are based on the estimate of
budgeted positions for the year. All budgeted positions are fully funded regardless of planned timing. Dollars
saved by unfilled vacancies are quantified and reported throughout the year. Unfunded positions can be hired if
swapped with budgeted vacancies. Administrative decisions are made annually concerning the ability to roll
vacant positions into the new budget year based on priorities, the economy, and other budget factors.
February 1, 2016
Budgetary Process
24
County Tax Budget
In June, preliminary financial analyses are performed in preparation for the next year's budget. Inflation factors are
established and projections are developed to generate the City's Tax Budget, and estimate of revenues and
expenditures for the next calendar year. Ohio State Law requires this document be approved by City Council and
submitted to the County Budget Commission by July 20 of each year. The County then establishes tax levy
amounts for the coming year.
Budgetary Process
Transfer of Appropriations
The annual appropriation ordinance establishes the legal spending limits of each division in two categories "personnel expenses" and "other expenses". Adjustments to the budget can only be made within a division and
then within each category. Further legislation is required, in the form of a Transfer Ordinance, to move budget
authority between divisions or between "personnel" and "other " expenses.
Toward the end of each budget year, a Transfer Ordinance is prepared by the Finance Department and
recommended by the Mayor to Council. The Ordinance specifies the transfer of unencumbered balances of an
appropriation made for the use of a department, division, or purpose to any other department, division, or
purpose.
Mayor's Estimate
City Ordinance declares the fiscal year of the City shall begin on the first day of January. On or before the fifteenth
day of November, the Mayor shall prepare an estimate of the expense of conducting affairs of the City for the
following year.
The Mayor's estimate is prepared by the Finance Department, with detailed input from each of the city
departments. It contains:
An itemized estimate of expenses;
Comparison of expenditures for the prior two years, the estimate for the current complete year, and the
prospective budget for the next year;
Reasons for significant changes from the current year estimate to the prospective budget year;
A statement from the Director of Finance detailing the probable tax income to the City for the period
covered by the Mayor's estimate;
An itemized estimate of all other anticipated revenue;
Requirements for interest on the City's debt, sinking fund requirements, and principal payments due on
maturing serial bonds;
A summary schedule of outstanding City debt with maturities of bond issues.
Using the Mayor's estimate, the Finance Department initiates the drafting of a Temporary Appropriation
Ordinance, passed by City Council, which authorizes expenditures against the proposed budget for the first
quarter of the new budget year. The Mayor's estimate must be formally delivered to Council no later than
February 1. City Council must adopt a permanent appropriation ordinance for the fiscal year by April 1.
Basis of Budgeting
The City maintains budgetary control on a modified cash basis. Revenues are recorded as they become available.
Expenses are recognized when paid or encumbered by ordinance, contractual obligation, or purchase order.
Estimated expenses are pre-encumbered and subsequently encumbered prior to release of purchase orders or
delivery orders to vendors.
On a monthly basis, the Office of Budget and Management prepares and reviews with managers expenditure and
revenue annual projections. Variances to budget are continuously analyzed. A pre-encumbrance or encumbrance
that exceeds appropriations is not approved until Council authorizes additional appropriations or transfer of
funds. Unencumbered appropriations lapse at year-end. The City Charter requires all contracts in excess of
$50,000 must be authorized by ordinance.
Detail provisions regulating the City's budget, tax levies, and appropriations are set forth in the Ohio Revised Code
and the City Charter.
February 1, 2016
City Wide Initiatives
25
The City of Cleveland developed the following budget Initiatives to help sustain its economic growth and stability.
These initiatives are designed to influence investment in Arts and Culture programs, leverage transportation
resources, protect City assets, support youth development and continue to promote the City of Cleveland as a
desirable and viable location for growth opportunities:
Art in Everything! a Cleveland Initiative

Art in Everything! Is a Cleveland initiative that invites everyone to take a closer look
at the richness of artistic and cultural diversity in Cleveland. The mission of this
initiative is to promote the unique character of the City of Cleveland by providing
opportunities to experience the artistic and cultural diversity that represents our
city. Such events include, but are not limited to: Annual Holiday and Cultural
Parades, Cultural Heritage Month Celebrations, Cleveland Beats & Eats, Food Truck
Friday, Local Vendor Shopping Extravaganza, and the Mayor's Holiday Food Basket
Give-Away.
Automated Waste Collection Program

The Division of Waste Collection services weekly approximately 138,000 households, and, in 2015 disposed of
216,000 tons of landfill debris; in addition to 22,000 tons of recyclable materials. Services include residential
collection, curbside recycling, commercial collections, recycling drop-off program and the operation of a Transfer
Station.
In 2006, via the Operational Efficiency Task Force, the Division of Waste Collection developed goals to Improve
Services to the Residents, Gain Operational Efficiency, and Re-instate Curbside Recycling. In order to achieve these
goals, Mayor Frank G. Jackson administration adopted the Automated Waste Collection and Curbside Recycling
Program. This program 1) Provides residents free carts which allowed for easier, more efficient waste collection
and cleaner neighborhoods; 2) Reducing Worker's Comp, and improving services; and 3) Establishes a Curbside
Recycling program that increases revenue to the General Fund.
Full implementation of this program required the purchase of 47 new automated trucks and 300,000 carts for the
collection of regular household waste and recyclables, totaling a cost of $25 million dollars. The implementation
of this program required the city to change its operation from a manual collection system to an automated
collection system. Each resident receives one (1) 95 gallon cart for trash and one (1) 65 gallon cart for recyclables.
The automated collection vehicles are equipped with an automated arm which extends out and grabs and dumps
the carts. The City has completed the final phase of the implementation program. Since 2011 the city has
allocated funds via the Restricted Income Tax (R.I.T.) and other Capital Funding. In 2007 the City implemented a
Pilot Program for the automated program which yielded positive results.
February 1, 2016

26
Currently, 138,000 households in the City of Cleveland participate in the Automated Collection and Curbside
Recycling program. Monitoring and enforcement procedures have been established in order to ensure the proper
utilization of the system.
Also, this program reduces employees injuries and workers compensation cost. Normally, in the Division of Waste
Collection, an employee sustains injuries directly related to sprains and muscular injuries. With the new system,
injuries will be less frequent and will be reduced to every six (6) months or longer. Overall, the new program
improves operations, reduces cost, and provides a safe working environment to improve quality of life for
Cleveland Residents and Employees.
PROGRAM RESULTS
For 2015, Cleveland has processed 22,000 tons of recyclable material. (Glass, plastic, metal, paper and cardboard
from both residents and commercial businesses)
The City of Cleveland has a Recycling Contract which issues a cash rebate for each ton of uncontaminated
recyclables processed. In 2015, the City was reimbursed for 22,000 tons of recyclables processed! The overall
results from this year's program are as follows:
2015 generated $150,454 in recycling revenue; market rate fluctuations in 2015 were declining due to the
lack of demand for material.
Landfill Diversion (Disposal cost savings): $618,200
Total Savings and Revenue: $768,654
These savings were generated with 138,000 households participating in the recycling program; as the
program expands so does the potential for landfill cost avoidance savings and revenue reimbursements.
Citywide Municipal Wireless Broadband Network Initiative

The City of Cleveland continues to successfully operate and maintain a 4.5 square mile Wi-Fi network in its 13th
Ward as a pilot project to help close the Digital Divide. The project offers residents of the Ward free wireless
internet access. In addition, the project provided the City of Cleveland the opportunity to collaborate with several
community non-profit organizations to provide free training in the following areas: computer applications (email
& word processing), internet access and browsing.
To solve immediate, specific, operational needs in a more cost-efficient way, the City of Cleveland has completed a
survey of its entire wireless infrastructure to develop ways of collaborating with other departments within the city.
The survey will reduce the possibility of having duplicate wireless systems serving similar purposes, by redirecting
cost and standardizing systems. Based on the results of the wireless infrastructure survey the City of Cleveland
developed a strategy and has installed wireless internet access in City Hall, Public Auditorium, and at 205 W. St.
Clair during 2014. We are evaluating the possibility of adding wireless infrastructure into all city owned facilities in
the near future.
A wireless network will help the City deliver better services by providing a safer environment for our citizens by
monitoring high crime areas with wireless cameras; arming our social service professionals with information in the
field; issuing permits and violations in real-time, and offering other City services to support mobile workers with
immediate information to make quicker decisions.
Most of all, wireless initiatives like these also provides a great opportunity to invest in our residents by providing
internet access that might not otherwise be available to them, help close the Digital Divide, and make the City of
Cleveland a "Digital city of choice".
February 1, 2016
27
Clean Cleveland Initiative

The housing crisis impacted the City of Cleveland earlier and harder than most cities in the United States. The
declining population and neglected properties impacted neighborhoods with increased incidents of illegal
dumping, West Nile Virus, and other issues.
In 2006, Mayor Frank G. Jackson instituted Clean Cleveland to tackle these issues head on. Clean Cleveland is a
systematic delivery system designed to deliver service more efficiently and improve quality of service to Cleveland
neighborhoods, without spending more money.
The approach to Clean Cleveland is to coordinate key department services in a manner to best impact the quality
of life in a neighborhood.
This approach ensured the order of services rolled out in a manner most impactful for the neighborhood. This
resident instantly recognized the effort and began to do their yard work, make needed home repairs, and pick up
litter.
February 1, 2016

28
The administration recognized the potential for this approach to impact quality of life. As a result two correlated
projects began to support the positive aspects of direct citizen impact through efficient and accountable service
delivery; 311 and CitiStat.
311 captures citizen service requests through one location and ensures they are addressed within a specified
service level communicated to the resident.
While the CitiStat process supports 311 by:
Accurate and Timely Information
Rapid (Re)Deployment of Resources
Effective Tactics and Strategies
Relentless Follow-Up and Assessment
These methods increase accountability and transparency for issues affect work. The amount of work produced
during a time of declining resources is remarkable and has the City of Cleveland poised for accelerated growth as
the economy rebounds.
February 1, 2016
29
Mayor Frank G. Jackson Scholarship Program
Higher educational attainment has never been more critical to the success of our citizens in our community and
region. Today, more careers and newly created jobs require some level of post-secondary education.
At the societal level, educational attainment rates are a strong predictor of economic strength and prosperity
conceivably correlating to lower crime rates, greater community service and civic involvement, and a higher tax
base.This has tremendous implications in a global economy, where the education of the workforce is a critical factor.
Improving the quality of life for all residents has been the driving force behind the goals Mayor Jackson has set for his
administration. The key to this effort is ensuring that all children have access to a high quality education. In a society
that has transformed from a manufacturing economy to a knowledge-based economy, education becomes the
gateway to opportunity. As aligned with Mayor Jackson's Higher Education Compact, ensuring that students have
access to college and financial support is necessary as students select their college choice. This will have a significant
and positive impact on the City by providing Cleveland employers with a better educated and more skilled workforce.
As such, due to the generous contributions through the United Way Combined Campaign, Mayor Frank G. Jackson
established several scholarship programs to support City of Cleveland employees, their children, students who
frequent the City of Cleveland's recreation centers and Cleveland Metropolitan School District (CMSD) students
interested in pursuing a full-time college education. Additionally, the Frank Jackson-Maxine Goodman Levin College
of Urban Affairs Scholarship Program has been established to support those students who are interested in pursuing a
full-time college education majoring in urban studies, urban planning and public administration.
For students graduating from a Cleveland Metropolitan District High School who aspire to attend Cuyahoga
Community College (Tri-C), Mayor Jackson created the Cleveland Scholarship for Education and Training (CSET)
program. Funding for Mayor Jacksons CSET Scholarship Program has been provided to Cuyahoga Community College
by the City of Cleveland and several area foundations and businesses.
To further assist Clevelands high school graduates to defray the cost of their college education, the City of Cleveland
partnered with The Cleveland Foundation and College Now in 2013 to create the City of Cleveland Scholarship Fund
to distribute scholarships to residents of the City of Cleveland. In order to qualify for the scholarship, each student is
required to:
Be a current City of Cleveland resident for at least one year;
Be enrolled in a high school that receives services from College Now;
Complete the College Now Scholarship Application and during the students senior year of high school,
meet with a College Now advisor;
Plan to attend a public or private, not-for-profit institution for higher education that is approved for Federal
Financial Aid;
Have a 2.5 GPA or higher and score an 18 or higher on the ACT and an 860 or higher on the SAT critical
reading and math test; and
Have met College Nows income criteria as defined by Federal guidelines for Pell Grant eligibility.
February 1, 2016

30
Connecting Cleveland 2020 Citywide Plan

The Connecting Cleveland 2020 Citywide Plan is the comprehensive plan for the future of
Cleveland and its neighborhoods. It seeks to connect people, places, and opportunities in a
way that makes Cleveland a true "community of choice" - a community that people choose
because of the exceptional quality of life that it offers. More specifically, the plan proposes to
build on Cleveland's unique aspects and competitive advantages - from its renowned
medical institutions to its world-class arts venues and its waterfront location - as the
foundation for its revitalization as a 21st century city.
The plan responds to Cleveland's long-term loss in population by targeting development to
stronger market areas, building on the City's competitive assets, creating strategic
connections to capitalize on those assets, and investing in catalytic infrastructure
improvements. Among the competitive assets that the plan seeks to enhance in the longterm efforts to regenerate development in Cleveland are the following:
A waterfront location on Lake Erie and the Cuyahoga River
Medical and educational institutions, anchored by the Cleveland Clinic, University
Hospitals, Case Western Reserve University, and Cleveland State University
Arts and culture, from the internationally renowned Cleveland Orchestra and Art
Museum to vibrant local arts districts in revitalizing neighborhoods
A downtown that anchors the northeast Ohio region as an employment center and
as the site of national visitor attractions
Transit and transportation facilities that connect Cleveland with the region , the
nation, and the world
The Citywide Plan lays out a practical vision for Cleveland's re-growth. It is a vision backed by
a block-by-block future land use map and sets of goals and policies that will guide
development and revitalization in Cleveland so as to ensure that the city makes the most
efficient use of its resources in achieving its goals. Since its adoption in 2007, the plan has
been implemented through the development of catalytic private and public projects,
including the Euclid Corridor "bus rapid transit" line and its $4.3 billion of associated
development. The Euclid Corridor connects Cleveland's two major employment hubs downtown, with its new Convention Center, Global Center for Health Innovation, and
Horseshoe Casino with University Circle and its cultural, educational, and health-care
institutions that have made the district the strongest market for new development in
northeast Ohio.
Arts-based neighborhood revitalization is growing in neighborhoods like Detroit-Shoreway
on Cleveland's near west side, where live theater and a restored historic movie house have
helped spur $400 million of investment in development and rehabilitation.
On the downtown lakefront, Cleveland's updated plan proposes over 2 million square feet of
private development, complementing existing visitor assets, including the Rock & Roll Hall of
Fame & Museum, the Great Lakes Science Center, and Burke Lakefront Airport. The
development will transform Cleveland's downtown lakefront into a vibrant, mixed-use visitor
destination and employment center of regional and national significance.
The Citywide Plan has now been supplemented by a plan known as "Reimagining a More
Sustainable Cleveland", the recipient of a 2012 national award for innovative planning from
the American Planning Association. This plan responds to the recent foreclosure crisis and
national economic downturn by proposing innovative and sustainable uses for Cleveland's
increasing supply of vacant land, including such uses as urban agriculture, storm water
management, greenways and neighborhood amenities. This strategy is complimented by a
renewed focus on targeting development in a manner that will create walkable, mixed-use
urban districts and will attract the talented individuals and emerging businesses that seek
such unique locations.
February 1, 2016
31
Connecting Cleveland: Developing Healthier Communities

"Why Place Matters for Health": Mayor Frank G. Jackson is guiding the City to make public health and healthy living
a priority in future planning efforts. Inspired by this directive, the City Planning office has initiated foundational work
in forging connections between planning, place making, and public health. These efforts have resulted in the City
being awarded a substantial grant from the PEW Charitable Trust to conduct Health Impact Assessments in Cleveland.
Accordingly, the Cleveland Planning Commission and its partners will conduct Health Impact Assessments on two key
initiatives: the Healthy Hough HIA and the Eastside Greenway HIA. In addition, Healthy Community Design standards
will be developed to ensure that health is considered in the design of all development projects in order to create the
conditions for optimal health in neighborhoods.
Form Based Code: The future viability of a legacy city like Cleveland hinges on its ability to create healthy, walkable,
mixed-use neighborhoods that offer a variety of transportation and housing options for all of its citizens. Modern city
dwellers and those who are looking to relocate to cities intuitively understand and are attracted to places built on
these principles. The current zoning code was created over 80 years ago, when our cities and our lifestyles were very
different than they are today. This program will help identify the steps needed to create a zoning code that will more
predictably yield a City form that is sustainable, equitable, and healthy for existing and future residents.
Connecting Cleveland: Waterfront and Riverfront Development

On April 20, 2012, the
Cleveland City
Planning Commission
unanimously adopted an updated plan for Cleveland's Downtown
Lakefront. That plan created a framework that is now allowing the city to
move forward in creating a robust, mixed-use development on its
downtown lakefront - with over two million square feet of offices,
housing, restaurants and shops. Cleveland's greatest asset - in fact,
Cleveland's reason for being - is its location on Lake Erie, at the mouth of
the Cuyahoga River. Although Cleveland's waterfront location has
served the city well in supporting industrial development for the past
century, Cleveland has never taken full advantage of the scenic and
recreational value of its waterfronts in attracting new residents and
contemporary businesses.
That is now changing with Cleveland's initiative to re-connect the city to its lakefront and riverfront. Already complete
is the initial development of downtown's North Coast Harbor, with its Rock & Roll Hall of Fame & Museum and the
Great Lakes Science Center. Numerous projects underway or already completed, include:
Downtown Lakefront Development Plan: A The multi-phased (option to lease) plan creates a vibrant mixed-use
neighborhood on 20+ acres of lakefront property; providing mixed-use housing, retail, and commercial development.
Following the executed lease agreement between the City and Cumberland Development, development packages
for Phase 1, Sites A and B have been presented to both the Downtown Flats Design Review Committee, and to the City
Planning Commission for conceptual and final approval. Furthermore, long-range design and construction plans
have been development for the 9th Street Pier. Planning Staff continues to work directly with the developer and their
consulting team to refine the master plan, concepts for Phase 1 Site C, and Phase 2; as well as potential streetscape
and infrastructure improvements.
Cleveland Lakefront Nature Preserve: A "dredge
deposit" site, formerly known as Dike 14, opened to the
public on a daily basis in 2012 as an 88-acre nature
preserve on Lake Erie, approximately four miles east of
downtown Cleveland, off Gordon Lakefront State Park.
This rare example of an urban nature preserve offers
hiking, bird-watching and appreciation of vegetation and
wildlife, in the heart of the urban landscape.
February 1, 2016

32
Flats East Bank: The $300 million Flats East Bank project, undertaken by the Wolstein Group and
Fairmount Properties, is nearing completion. The development will include an 18-story, 476,000 s.f.
office tower anchored by the headquarters of Ernst and Young, a big-five accounting firm; a 150
room conference hotel, a 550- space parking garage, and retail amenities. In addition, a multiacre public park and boardwalk hugging the shoreline of the Cuyahoga River is part of the first
phase of this major development. Project developers are working to advance the second phase that
will bring hundreds of new market-rate housing units to the riverfront.
North Coast Harbor Pedestrian Bridge: An iconic
pedestrian bridge linking Voinovich Park and the East 9th Pier to proposed
mixed-use development on Dock 32 has been designed and is scheduled
to be in operation by 2015. The bridge is funded largely by a federal grant
secured by the City.
Canal Basin Park: Canal Basin Park will be Cleveland's gateway to the
northern end of the 101-mile long Towpath Trail. The planned 20-acre
park will be located where the historic Ohio & Erie Canal entered the
Cuyahoga River in the heart of Cleveland's Flats. Canal Basin Park will
provide waterfront access for all, promote neighborhood connectivity
through its role as a hub for bikeways and pedestrian connectors, and
provide for visitor orientation and interpretation through a unique mix of modern technologies and public art.
The Planning Commission staff is serving as project manager for the Canal Basin Park Framework Plan, a document
that was adopted by the Planning Commission on November 20, 2015, following extensive public review by its
steering committee and stakeholder advisory group. The Plan is intended to help guide the Park's physical
development, set parameters for the final design, increase public awareness and support, and leverage funds with
which to construct the park. A major follow-up effort during 2016 will involve the preparation of a detailed analysis of
the site's infrastructure and underlying environmental conditions.
Towpath Trail Extension: This four-stage project involves extending the Towpath Trail six miles to downtown
Cleveland from its current terminus at lower Harvard Avenue. The Towpath Trail is currently 85 miles long and by 2019
will stretch over 101 miles from Cleveland to New Philadelphia, Ohio. The Extension project not only links the public
to Cleveland neighborhoods, employment, natural areas, and landmarks, it restores former industrial lands and will
preserve urban greenspace in perpetuity.
To accomplish these objectives, City
Planning staff serves on a project
team consisting of representatives
from the City, Cuyahoga County,
Cleveland Metroparks and Canalway
Partners. During 2015, this group
has concentrated much of its efforts
on the Project's Stage 3 component,
which runs 1.5 miles from Steelyard
Commons to Literary Road in
Tremont. It has secured funding
commitments of $700,000 from the
Clean Ohio Conservation Fund and $432,000 from Clean Ohio's Trail Fund
for land acquisition and trail construction activities. The final design for
Stage 3 is in place with a construction contract due to be bid in July 2016
and completion scheduled in early 2018. Other work underway includes
securing a feasible route for the Stage 1 component linking the current
Harvard Avenue terminus with Steelyard Commons and coordinating
construction work with ODOT for the portion of trail in and around the
new Inner belt bridges on the north end of the Tremont neighborhood.
North Coast Harbor Marina: Cleveland's first visitor-oriented downtown marina will be developed in North Coast
Harbor beginning in the Spring of 2014. This "transient marina" will be able to accommodate up to 50 boats for Great
Lakes boaters visiting Cleveland and its many attractions.
February 1, 2016
33
North Coast Harbor Plaza Superman Monument Initiative: The Superman Monument is proposed to be
prominently displayed within a civic plaza between the Great Lakes Science Center and the Rock and Roll Hall of Fame
and Museum. Identified as The North Coast Harbor Plaza in previous City Planning documents, this site is envisioned
to become a signature public space within the City. Furthermore, this site will become the landing zone for the cities
future Pedestrian and Cycle Bridge which connects the Mall with the North Coast Harbor District; as well as being one
of the future development sites of Clevelands multi-phased Lakefront Development Plan.
The approximately 2,500 square foot plaza utilizes a central feature a
statue sculpted by nationally recognized artist David Deming, which will
serve as an alluring testament, promoting Cleveland as the birthplace of
the creators of the Man of Steel. This beautiful stainless steel statue will
be approximately 15 feet long, perched atop a base that will raise the
statue 35 feet from the plaza. The nearly 2+ million dollar project will
become a reality through the capital investment by a the Superman
Monument Committee, a 501(c); along with the support and
coordination from City Planning, The Group Plan Commission, Cuyahoga
County Pedestrian and Cycle Bridge Design Team, Rosales+Partners, and
Cumberland Development.
The initiative has been briefed to the Administration, and has been
presented to both the Downtown Flats Design Review Committee, and to the City Planning Commission for
conceptual approval. The design refinement for the statue continues as well as fund raising efforts, as the project is
envisioned to be dedicated directly after the completion of the Pedestrian and Cycle Bridge; becoming a highly
recognizable attraction for our city residents, visitors, and Superman fans worldwide.
Making Cleveland a City of Choice: A Strategy for Opportunity and Equity

Since his inaugural term as Mayor of the City of Cleveland, Mayor
Frank G. Jackson has always operated with the under the value
proposition of equity. Since his inauguration in 2006 Mayor
Jackson indicated that he will judge his time in office by what he
is able to do for the least of residents. Holding true to that
philosophy, the mandate by Mayor Jackson to the development
cluster is to ensure that we invest in areas that without our
strategic intervention would otherwise face significant
challenges. Led by the Cleveland Planning Commission, the
development cluster is committed to transforming that
statement into a strategy that will ensure all segments of the
community are tied to the growth happening in key areas
throughout the City of Cleveland. The ability of Cleveland to
redevelop in an equitable manner will depend primarily on how
we leverage existing areas of significant investment. The
Cleveland City Planning Commission has identified Centers of
Regeneration and Economic Development or (C.O.R.E.)
redevelopment areas.
These areas are defined by significant public and private
investment in built, natural, programmatic, and human capital
amenities that if leveraged properly, will position Cleveland as
the economic center of the region. The built amenities in these
areas include institutional expansion, housing investment,
recreation and openspace investments, infrastructure
investments, and transportation enhancements. Natural
amenities include a robust park system along with existing and
potential trail connections that can enhance the aesthetic appearance of neighborhoods and improve overall
quality of life. Also, included among the existing assets to be leveraged are city and agency programs that will
provide the financial incentives to leverage amenities in and around targeted areas. Finally, and most important
are the people who live and work in our neighborhoods which are arguably our greatest asset. The work ahead will
require us to go beyond bricks and mortar to deal with the human element of neighborhood revitalization.
February 1, 2016

34
Making Cleveland a City of Choice: Strategy for Development and Revitalization

Making Cleveland and its neighborhoods "communities of choice" is a principal goal of the administration of Mayor
Frank G. Jackson. A community of choice is a place that residents and businesses and visitors choose because of the
exceptional quality of life and amenities that it offers. That vision is presented in the City Planning Commissions
Connecting Cleveland 2020 Citywide Plan. The departments of Economic Development and Community
Development are taking the lead role in implementing the recommendations for development and revitalization.
The Downtown Neighborhood

Public Square Renovation: Park enhancements and infrastructure improvements will make up a newly developed
town center for the City of Cleveland and its residents making downtown Clevelands Public Square the living
room for the entire City. The $30 million Public Square redevelopment is scheduled to begin fall 2014 and be
completed in spring 2016.
West 3rd Streetscape Improvements, Placemaking, and Longrange Plan: The objective of the West 3rd Streetscape Improvements,
Pedestrian Corridor, and Experiential Nodes are to create a vibrant
connection between the Civic Center, North Coast Harbor, and
Warehouse Districts; while creating a sense-of-place and thematic
Browns GameDay arrival sequence. City Planning staff has completed
a master planning document that provides benchmark precedences
and framework plan for the corridor. Streetscape enhancements will
be completed in the spring that advances elements of the plans
recommendations. Long-term strategies for leveraging adjacent
corridor development and funding opportunities will continue to be
explored.
Convention Center Hotel: This 32-story complex; 28-story, 600 room Hilton
hotel atop 4 stories of ballroom, meeting, retail, and lobby space located at
Lakeside Avenue and Ontario Street. At a cost of $272 million, the project is
currently under construction and is scheduled for completion in late Spring
2016.
Playhouse Square Exterior Renovation: This project includes revitalization
of the exterior of Playhouse Square, including improvements to Star Plaza
and the surrounding streetscapes, as well as the addition of the outdoor
chandelier over the intersection of Euclid Avenue and East 14th Street.
Located in the Theatre District, the project cost totals $16 million.
Pedestrian and Cycle Bridge from the Malls to North Coast Harbor: The
City of Cleveland is working to establish connections to our Lakefront. The
$30 million dollar bridge connection will link the Malls to Northcoast Harbor
with an iconic bridge connection.
February 1, 2016
35
Neighborhoods
The Safe Routes to Schools Initiatives: The City of Cleveland Planning Commission, Bike Cleveland and Cleveland
Metropolitan School District (CMSD) have received funding from the Ohio Department of Transportation, School
Travel Plan (ODOT/STP) program, with support from Northeast Ohio Areawide Coordinating Agency (NOACA), Saint
Lukes Foundation and the Cleveland Foundation to implement a Safe Routes to Schools travel program. This will be
CMSDs first district wide plan, which will cover 70 schools. This program was created to identify safe walking and
biking routes to and from school for K-8 students of CMSD. According to data provided by the Ohio Department of
Public Safety from 2010 to 2012 there were 401 accidents that involved a bicycle and 505 that involved a pedestrian
within a 2 miles radius of a CMSD school. These accidents resulted in 761 injuries and 19 deaths. To address this
statistic the City of Cleveland, along with community partners, will implement a Safe Routes to School (SRTS) school
travel plan to make routes to school safer.
Cleveland State University's North Campus District: The north side of the Cleveland State campus has been
transformed by development of 300 housing units, with ground-floor retail, along Chester Avenue, stretching from
East 21st to East 24th Street. The housing is being rented to students, staff and the general public.
League Park Restoration: The League Park
Restoration project is the complete
renovation of a Historic neighborhood
Baseball Park. The Park was once home to the
Cleveland Indians from 1891 to 1946. The
park also hosted the Negro Baseball league.
The development will provide recreational
amenities for residents and create
opportunities for youth and others. The cost
of the project $6.3 million.
Green City Growers Greenhouse: Green City Growers redeveloped a 10-acre brownfield site near I-490 & East 55th
Street in the Central neighborhood into a nearly 4-acre urban greenhouse for the production of hydroponically-grown
lettuce, leafy greens and herbs - projected at 3 million heads of lettuce and 300,000 pounds of herbs each year. The
greenhouse will be cooperatively-owned by its 30-40 employees, allowing formerly lower-income Clevelanders to
gain equity in the business and create personal wealth. The City provided $10 million in HUD financing to support the
$16.5 million project.
Uptown: The Uptown arts and entertainment district along Euclid Avenue
in the heart of University Circle has now become a reality. The $27 million
new Museum of Contemporary Art opened to the public in October 2012,
and MRN Ltd. has invested $45 million in the development of two fourstory buildings housing 114 apartments with 57,000 sq.ft. of street-level
retail. The $21 million second phase is now under construction.
Cleveland Institute of Art Expansion: Phase I of this project include the
Joseph McCullough Center for the Visual Arts; PHASE II: Construction of
addition to the existing McCullough Building, including a 300-seat theater
and art gallery. The project is located in University Circle and the costs include; Phase I: $30 million; Phase II: $33.5
million both scheduled to be complete in September of 2015.
February 1, 2016

36
FWA TIGER VI/TLCI; East 105th East 93rd Transportation
Corridor, Maximizing Opportunity Through Transportation
Enhancements: While this is not a traditional transportation
enhancement project by definition (traditional projects look to
propose detailed designs for streetscape ROW and transportation
related improvements), this project proposes to devise a long-term
vision for this 8-mile north south corridor; identifying strategies and
treatment types tailored to the widely differing characteristics and
needs of the corridors various segments. The plan identifies
transportation related strategies and treatments that have the
potential to promote economic development, reestablish compact
urban land use patters, improve the quality of life, promote healthy
living, eliminate safety hazards, and diversify transportation choices
for residents and business in the Glenville, University Circle, Fairfax,
Buckeye, Kinsman, Mt. Pleasant and Union-Miles neighborhoods; as well as incorporate Form-based code principles.
City Planning staff has been credentialed to obtain access to the FHA portal, acting as project manager for the
planning grant. After an intensive consultant search and interview process the AECOM team was selected.
Midway Cycle Track TLCI: The goal of the Midway Cycle Track & Protected Bike Facilities plan is to determine the
technical feasibility, programming, and strategic implementation of dedicated cycle tracks and protected bike
facilities within the City of Cleveland. Building upon the preliminary work of our external partners at BikeCleveland
and the YMCA, this plan will examine the function, cost, design standards, and engineering requirements necessary to
evaluate the implementation of a successful multi-phase build-out, made possible along corridors such as St. Clair
Avenue between E.55th and Martin Luther King, Jr Blvd. The plan will also determine and rank those corridors that can
potentially accommodate a cycle track or protected bike facilities.
The study area includes the entire City of Cleveland, covering roughly 80 square miles with a wide diversity of
neighborhoods, interests and needs. This plan will be most effective if it is geared toward attracting the estimated
60% of potential bicyclists that prefer a separate and distinct bicycle facility to accommodate them. Equity must be an
integral component of this planning process. The recommended corridors and facilities must accommodate those
who are interested in bicycling for transportation and recreation
The plan will identify those cycle-related strategies and treatments that have the potential to promote economic
development, enhance citywide connectivity, improve the quality of life, promote healthy living, eliminate safety
hazards, and diversify modal choice for residents, students, and workers in Cleveland.
St. Clair Avenue Corridor Study: At 6.5 miles, St. Clair Ave is one of the most traveled commercial corridors in the City
of Cleveland. It is a major arterial that courses through three neighborhoods, four CDC service areas, four council
wards, and two county districts. The overarching goal of the study is to improve access, development, and
connections along St. Clair Avenue. Launching a study of this magnitude is critical because there are currently several
other planning related initiatives going on in the City of Cleveland that could provide additional resources and spur
collaborative development.
The St. Clair Avenue Corridor Study will focus on Walkability, Bike Facilities, the Built Environment, Open Space, R-O-W/
Cartway Improvement, Public Transportation, and Technology in the area between E. 55th St and Nottingham Rd. by
(1) analyzing the state of the community and current land-use patterns; (2) identifying opportunities for bike,
pedestrian, and greenway connections; (3) identifying sites for economic development through land assembly,
building rehabilitation, and targeted demolition; (4) identifying options for utilities, R-O-W improvement, and way
finding; (5) and lastly providing implementation recommendations. All focus areas and recommendations will be
viewed through Cleveland City Plannings pillars of health, equity, and sustainability.
February 1, 2016
37
Sustainable Cleveland 2019

The Mayor's Office of Sustainability leverages Cleveland's wealth of
assets by collaborating with the community to improve the
economic, environmental, and social well-being of its citizens.
Sustainable Cleveland 2019 is a 10-year initiative facilitated by the
Office of Sustainability that engages people from all walks of life,
working together to design and develop a thriving and resilient
Cleveland region. Sustainability is about transforming Cleveland into
a city of the future. Living and growing as a sustainable city is crucial
to Cleveland's long-term viability.
Sustainable Cleveland 2019 is:
A community of people from every walk of life working together to reshape Cleveland into a vibrant livable
city with thriving businesses and a flourishing natural environment.
A resource that offers information and actionable tools so you can make smart, sustainable choices at
home, at work and in your community.
Sustainable Cleveland 2019 is organized by a framework of themed Celebration Years and an annual
Sustainability Summit. Working groups emerge from the annual Sustainable Cleveland 2019 summits and focus
on different topics to build a brighter future for Cleveland. Working groups are an essential part of the Sustainable
Cleveland initiative because they continue Summit momentum throughout the year and help to expand our
reach to various communities.
The Office of Sustainability has two action plans that guide its work: The Cleveland Climate Action Plan and the
Sustainable Cleveland Municipal Action Plan. One of the primary goals of sustainability is to integrate efficient,
environmentally beneficial practices into all city operations and capital projects.
Sustainability is integral to many of the projects within the Capital Budget. Since 2013, the City of Cleveland has
been implementing its sustainable building policy on new construction, renovations and "Fix it First" projects. This
policy sets the standard of LEED Silver for new construction. As Cleveland replaces aging fleet vehicles with new
fuel efficient models, we are reducing our carbon footprint and saving on fuel costs.
In addition to improving the efficiency and footprint of our buildings and fleet, we are also moving forward with
Complete and Green Streets.
Approved 2016 projects that are on the bikeway implementation plan include the following major street
completions (secondaries and mains). Additional local resurfacing projects and re-striping projects on the
bikeway plan have yet to be determined.
Lorain Ave from West 140
th-West 150th
th
North Marginal from E 9
E 55th
th-Lee
Harvard Ave E 116
Puritas from Rocky River to Grayton
rd
St. Clair from W 3
-W9th
th
th
Lakeshore from East 140 to East 185
th
Memphis from West 25 to Ridge Rd
February 1, 2016

38
2015 Sustainability accomplishments include:
Adding are 16.3 miles of bikeway completed or under construction bringing to total to 78 miles of bikeway
in Cleveland.
Created a Cleveland Tree Plan to improve the tree canopy
Received grants from local and national funders to support Climate Resilience in Cleveland
Coordinated the Year of Clean Water including hosting a 25 event Clean Water Tour and Sweepstakes,
Clean Water Videos and Bottled Water Pledge.
Worked with the Division of Waste to launch the One Simple Act Recycling campaign and to engage City
employees in the 50 Simple Acts employee challenge
Supported LEEDCo in continued progress to install an offshore wind farm in Lake Erie.
Coordinated the Great Lake Erie Boat Float to raise awareness of plastic pollution in Lake Erie;
Collaborated on Solarize Cleveland, a program that offers low cost, turnkey solar solutions to residents and
small businesses;
Managing and reporting on utility and energy data for all city facilities
Joined the Mayors Climate Compact
February 1, 2016
39
The Future of Public Safety

The Department of Public Safety Grant Coordinator and staff have aggressively sought funding to help staff and equip
our first responders, improving the quality of safety in the City of Cleveland. Although funding sources have
diminished, we will continue to seek state and federal funding to off-set costs that may be incurred directly by the
citizens of our community.
The Cleveland Department of Public Safety is more
than Police, Fire and Emergency Medical Service
(EMS). Public Safety also includes the Divisions of
Animal Care and Control; Corrections; the Office of
Professional Standards (OPS); the Police Review
Board; Emergency Management (OEM); Information
Technology specific to Public Safety; Grant
Management; the Medical Unit and additional Public
Safety Administrative functions designed to support
the Public Safety.
The new state-of-the-art Division of Police Third District Headquarters was completed in 2015 and in addition to
Division of Police field and support functions, it is home to a new Public Safety Communications Center. The facility
features community meeting rooms for citizen gatherings, and is LEED silver certified.
The long awaited upgrade to the Records Management System (RMS) for the Division of Police took effect November
2015. The new robust RMS platform will streamline and expedite police reporting, freeing up police officers to engage
in direct law enforcement activities and accelerate investigations for police detectives.
In March 2015, the City of Cleveland Safety Director Michael McGrath implemented
an effort to equip every police cruiser with first aid kits this year as well as train Police
Officers on First Aid. The City invested over $100,000 to purchase 800 First Aid kits in
support of this effort. Meanwhile, the City of Cleveland Division of Emergency
Management Service (EMS), who was charged with the task of training the Police,
completed the First Aid training for approximately 1,400 employees of the Cleveland
Division of Police (CDP) in less than nine months.
In addition to the new Public Safety facility, the City of
Cleveland completed the purchase and deployment of a new $31.6 million dollar
800MHz voice communication system. As a result of the new system, every City
department and division has new mobile and portable radios, capable of transmitting
and receiving critical information.
The U.S. Department of Justice (DOJ) review the Division of Police resulting in a letter
of findings resulted in an immediate response by the Department of Public Safety,
which has been a vigorous and meaningful re-dedication to the principles of
community policing. The Division of Police is fully committed to a mutual face-forward and hand-extended
partnership to the community it is sworn to protect.
Maximizing IT technology to ensure the Department of Public Safety has the tools to ensure accountability and
oversight is a priority. Adding to technology, the Division of Police initiated a body camera project in 2015. Every
officer has been issued a body camera to wear while working. These cameras will allow the activities of each officer to
be recorded while interacting with all citizens.
February 1, 2016

40
The Department of Public Safety in partnership with federal, state and local partners has been heavily immersed in
planning for the 2016 Republican National Convention (RNC). The Cleveland Division of Police will be the lead local
law enforcement agency tasked with planning, needs assessments, asset procurement, and coordination of law
enforcement and security efforts for the RNC.
In November of 2015, The Division of Fire graduated a class of 39 Fire Cadets as they completed
the 30th Cleveland Fire Academy to augment the staff of uniformed firefighters. New recruits
spent over three months at the Fire Training Academy learning about fire behavior and training
with tools and equipment used daily by firefighters. Training includes all aspects of fire, ground
operations, apparatus operation and maintenance, rescue, building construction, and required
state and federal courses. It also includes a 130-hour course in emergency medical care which
certifies new recruits as Basic Emergency Medical Technicians.
The new Public Safety Fire and EMS facility replacing outdated Fire Station #36 and will be
completed the second quarter of 2016. The new facility at 3552 East 131 Street is designed to
headquarter firefighters and paramedics. The first station of the new era of fire and medical
service for our community, like the new Third District Police Headquarters, will be LEED silver
certified and have a community meeting room.
The City of Cleveland Division of Emergency Management Service (EMS), who was charged with the task of training
the Police, completed the First Aid training for the Cleveland Division of Police (CDP) in less than nine months. The
American Heart Association (AHA) training included Cardio-pulmonary Resuscitation (CPR) on adults, children and
infants; choking; Automated External Defibrillator (AED); and First Aid.
In addition, the course content included training for items specific to the kits for CDP: halo chest seal, quick clot and
the Special Operation Forces tactical tourniquet. The AHA six-hour course is a two-year certification course. An
additional two hour portion of the training covered the CDP first aid kit specific items.
The EMS Education section balanced this crucial task of educating the Police Officers while
keeping pace with the EMS recertification classes, monthly in-service classes (for EMS and
Fire paramedics).
Additionally, the logistics section tagged and distributed 464 kits to the each of the five
CDP Districts, Traffic, Downtown Services Unit, Motorcycle Unit, Mounted Unit, Bureau of
Special Investigation and Hopkins Airport Unit. Spare kits were provided as well to ensure
replacements are available.
As service calls for medical needs continue to increase, the Division of Emergency Medical Service (EMS) is partnering
with our hospital systems to identify opportunities to establish programs that meet those increasing needs. For
example, we will identify individuals that excessively use 9-1-1, work with their hospital system to identify the
underlying medical problems and provide a hospital based resource. This is a national trend that requires
collaboration and cooperation. The Division of EMS has identified this as a priority.
2015 brought big changes to the Office of Professional Standards. The responsibility for
investigating complaints against Cleveland police officers has been transferred to Civilian
Investigators only. The City of Cleveland and Department of Justice signed a settlement
agreement that will mark a new way of policing in the city, one built on a strong foundation of
progressive change, sustained trust, and accountability. The agreement with the Department of
Justice is a reflection of ideas from people and groups across the community - including
residents, civil rights organizations, activists, clergy, student groups, business and philanthropic
organizations and elected officials, as well as the police unions and the Division of Police.
Complete civilianization of the Office of Professional Standard investigative staff has worked
hard to break down barriers, real or perceived, for the community by providing on-line access to
the complaint process, free parking for complainants, and the installation of audio and video
cameras in the lobby of every police district.
The Cleveland Division of Animal Care & Control CITY DOGS program was recently awarded the 2015 Bright Ideas
award by the Michigan Partnership for Animal Welfare/ Michigan Association of Animal Control Officers (MPAW/
MAACO) during the Great Lakes Animal Welfare Conference held in Battle Creek, Michigan. The Bright Ideas award is
presented annually to five animal shelters in the Great Lakes region that have developed innovative ideas in the field
of animal control.
February 1, 2016
Office of
Sustainability
Chief of
Sustainability
Mayors Action
Center
Capital Office
International
Relations
Legislative
Affairs
Public Works
Public Utilities
Chief of
Operations
Boards &
Commissions
Intergovernmental
Relations &
Advocacy
Chief of
Gov
t ,QW
O
Affairs
Office of Equal
Opportunity
Workforce
Development
Personnel &
Human
Resources
Civil Service
Aging
Community
Relations
Public Health
Chief of Public
Affairs
Budget &
Management
Sinking Fund
Assessments &
Licences
Financial
Reporting &
Control
Taxation
Capital
Management
Finance
Director
Information
Technology
Services
Risk
Management
Treasury
Printing &
Reproduction
Accounts
Purchases &
Supplies
Internal Audit
Chief of Staff
Mayor
Cleveland
Citizens
Public Safety
Information
Technology
Office of
Professional
Standards &
Police Review
Board
Animal Control
Services
Office of
Emergency
Management
Police
EMS
Fire
Correction
Safety Director
City Planning
Community
Development
Port Control
Economic
Development
Building &
Housing
Chief of Regional
Development
Chief Assistant
Prosecutor
Chief Corporate
Counsel
Chief Counsel
Chief Trial
Counsel
Law Director
TV 20
Photographic
Bureau
Office of
Communications
Press
Secretary
Chief of
Communications
Chief of
Education
Organizational Summary
41
Organizational Summary
February 1, 2016
Factors Affecting the Financial Condition

42
Factors Affecting the Financial Condition
FISCAL HISTORY
The global recession, initiated by marketing of bundled overvalued securitized mortgages, had severe adverse
impacts on local economies nationally. Financial institutions, who were participants in these markets dating back
to September, 2007 suffered insurmountable losses that lead to institutional bankruptcies and unprecedented
home foreclosures. The City of Cleveland during this time was ranked fifth highest in foreclosure rates nationally.
National City Bank, a substantial local financial institution, reported record losses associated with the housing
crisis and were subsequently purchased by PNC. The City had significant declines in employment, income taxes
and property taxes over the next few years.
In fiscal 2011, the State of Ohio adopted a biannual budget that substantially reduced revenue sharing at the local
level. State Local Government Fund, Commercial Activity Tax, and Tangible Personal Property Tax include taxes
levied and collected by the State of Ohio or counties and partially redistributed to the City and other political
subdivisions. The State instituted a 25% reduction in Local Government Fund shared revenue beginning July,
2011 through June 2012 and a 50% reduction beginning July, 2012 through June 2013 as part of the State's
budget balancing measures. Local Government Fund revenue distribution decreased by 18% or $6.5 million in
fiscal 2013. Commercial Activity Tax and Tangible Personal Property Tax was reduced by 50% from 2012 to 2013
and will remain at this level until 2030.
CURRENT FINANCIAL ENVIRONMENT
In fiscal 2011, in response to state imposed reductions in revenue sharing, the City instituted necessary reductions
in personnel costs through layoffs and restructured/modified some delivery of services. These efforts allowed the
City to continue to successfully provide efficient service delivery at lower costs. The City additionally began the
enhancement of available technology citywide to develop a business model that is less labor intensive and more
automated thus creating more accountability, better tracking of processes and more transparent analysis of work
flow and procedures.
As part of the City's continuing effort to shift its tax base from manufacturing to health care, technology and
service industries, the Horseshoe Casino opened in downtown Cleveland in May of 2012. This 24 hour, 7 day a
week operation has been a catalyst for business creation and expansion in the downtown area. It has created
extended hours for visitors to downtown Cleveland for many attractions and has helped to highlight the world
class amenities available to residents and visitors to the City of Cleveland. Income tax revenue, which represents
60% of operating revenue, at year end fiscal 2013 was $300,647,900 compared to $290,474,306 at year end fiscal
2011. The unemployment rate in the Cleveland area in April, 2013 is currently 8.7% compared to 9.9% in April,
2011. The City of Cleveland is no longer in the top 20 cities tracking rate of foreclosures and the price of homes are
trending towards market rate. Economic recovery in this region is gradual but evident.
Cleveland's economic condition draws strength and stability from its evolving role as the focal point of a growing,
changing and substantial regional economy. The City is located at the center of one of the nation's heaviest
population concentrations. The Cleveland metropolitan area is a significant local market, housing 2.1 million
people. Cleveland also provides superior links to the global markets. The Cleveland-Cuyahoga Port Authority
handles the largest amount of overseas cargo on Lake Erie and includes a Foreign Trade Zone. The City is also
well-served with extensive highways and Cleveland Hopkins International Airport serves as a United Airlines Hub
and is serviced by all major airlines. The reemergence of downtown Cleveland as a vibrant center for national and
regional entertainment and major cultural activities signals a turning point in the City's overall fortunes and is
paving the way for further economic expansion that will be significantly more entrepreneurial in scope. (CAFR
2012)
For fiscal 2016, the City has conservatively budgeted its revenue estimates and budgeted as anticipated on
expenditures. Revenues include approximately $9.3 million from casino revenue and the 2016 operating budget
supports an enhanced downtown public safety and services and scheduled debt service for the stadium.
February 1, 2016
Long-Term Financial Plan

EXECUTIVE SUMMARY
43
The City of Cleveland revises its Long Term Financial Plan (LTFP) on a yearly basis as part of its ongoing strategic
planning efforts. The current summary presented here is limited to the General Fund as it accounts for a high
proportion of discretionary expenditures and revenue.
The City's overall LTFP goal is to provide high quality service to every resident, business and visitor by creating
structural balance in the City's budget resulting in a sustainable economic future for the City.
The major intent, therefore, of this initial plan is to:
Help identify and prepare a thorough analysis of, and insights into, issues that impact the City's
financial condition over the next five years.
Investigate and propose cash flow strategies required to manage future adverse business climate
changes.
Support the preparation of the City's yearly Tax Budgets due to the Cuyahoga County Budget
Commission.
The City's current and projected financial condition is stable due actions underway in the City to achieve a
Structurally Balanced Budget. However, one of the major issues affecting the City of Cleveland is that revenue has
not kept pace with the increase in expenses, especially in the area of wages, benefits, health care, fuel and utilities.
As a result of the early 2008 economic crisis, inflationary impacts throughout the nation remained significantly
above expectations and fueled the rapidly rising budget expenditure increases. The City implemented many
initiatives to ensure job protection and service delivery during this time.
In Ohio, leading economic indicators continue a modest growth. The parameters below provide a summary of
the City of Cleveland's overall financial status over the last few years from internal documents as well as the
Bureau of Labor Statistics. These and other financial and Consumer Price Index (CPI) factors are monitored by the
City of Cleveland on a monthly basis in tracking, reporting, planning, and directing the City's day-to-day financial
affairs. It is expected that successfully controlling costs in the coming years will preserve our current work force
and the continued, efficient delivery of services.
As can be seen from the summaries below:
Unemployment has continued to decrease year over year for both the City of Cleveland as well as
the State of Ohio
The City's actual Labor Force has continued to decline steadily year over year.
In general, the City's financial position continues to improve in spite of what appears to be only modest gains. To
help sustain these gains and grow our economy, City reserves have been replenished and stabilization efforts
have been implemented.
THE PLAN
The City's LTFP will ensure that the City's finances are managed in an acceptable manner that provides for the
delivery of quality services while living within its means. The financial plan encompasses, and is built around, a
number of financial projections and outlooks of the present and future. Expenses and revenues are examined to
project how they may fluctuate due to outside forces and rise or fall due to internal decisions. The scope of this
plan, therefore is to:
Provide a transparent account of City's financial position to the community.
Identify the financial opportunities and challenges confronting the City.
Provide a basis for sound and strategic decision making.
Achieve financial health for the City.
February 1, 2016

44
Identified Long Term Financial Plan components of the Cleveland Plan are as follows:
Structurally Balanced Budgets (SBB)
Debt / Investment Plan
Ongoing 5 Year Forecasts
Structurally Balanced Budget (SBB)

The City of Cleveland has also begun to develop and adopt a Structurally Balanced Budget (SBB) policy, per GFOA,
to ensure that its recurring revenues are equal to its recurring expenditures in the adopted budget.
The "outline" below identifies and defines basic SBB guiding principles and key elements adopted by the City in
considering the development of its formal SBB policy.
Definitions:
Structurally Balanced Budget (SBB): A balanced budget where recurring revenues are equal to
recurring expenditures in the adopted budget.
Recurring Revenues: That portion of government revenues expected to continue, with some degree
of predictability year over year.
Recurring Expenses: Ongoing expense items that appear in the budget each year.
The City will integrate SBB into current strategic cascading processes, from the Mayor's goals down to specific
OBM Objectives as follows:
Below are draft SBB guiding principles to be considered for the LTFP:
The causes of the current budget gap will be identified for potential closure solutions
The resultant SBB plan and processes will be based on solid financial principles.
The resultant SBB budget must support future financial sustainability.
Challenges to a SSB are many. One of the major issues affecting the City of Cleveland is that revenue has not kept
pace with the increase in expenses, especially in the area of wages, benefits, health care, fuel and utilities.
February 1, 2016
45
The global recession of 2008 to 2009, together with State of Ohio budget cuts, led to significant revenue loss for
the City. While our income taxes are beginning to recover, the loss in Property Tax collections are permanent in
nature.
Debt/Investment Policy
The City of Cleveland currently has a Debt / Investment Policy, adopted by the Director of Finance that governs
the investment activities of the Treasurer's Office of the City. This policy is designed to ensure prudent
management of public funds, conformance to Chapter 178 of the Codified Ordinances of the City of Cleveland,
availability of operating and capital funds when needed, and an investment return competitive with comparable
funds and financial market indices.
This policy applies to the investment of all monies of the City of Cleveland under the custody and control of the
Division of Treasury. Any practice not clearly authorized under this policy is prohibited. The guidance set forth
herein is to be strictly followed by all those responsible for any aspect of the management or administration of
these funds.
City debt is only to be undertaken when it is verified that project revenues or specific resources will be available
and sufficient to service the debt over its life. Also, City debt is not issued for periods exceeding the useful life of
the project to be financed. This will all help ensure that the City maintains the highest possible credit ratings
without compromising delivery of basic services.
The Ohio Revised Code also provides that net debt of a municipal corporation shall not exceed 10.5% of the
assessed value of all property in the municipal corporation as listed and assessed for taxation. As of the beginning
of 2015, the City had limited capacity under the indirect debt limitation to issue additional unvoted debt.
Five Year Forecast
Each year the City of Cleveland updates its 5 year plan in preparation of its legal obligation to present a Tax Budget
to the County which demonstrate the need to produce property tax revenues to cover the estimated
expenditures for the budget year.
There are a number of assumptions that are used in order to project the long term financial results of the City,
however, the key assumptions are outlined below:
Existing service levels are maintained throughout the plan.
The Consumer Price Index (CPI) is estimated to remain flat and, in general, future expenses and
revenues have been calculated to reflect these flat forecasts.
Salary and wage increases are estimated to remain flat.
February 1, 2016

46
Expense Forecast
Although the City produces a 5 year plan, this initial document will only include excerpts from that plan which
show the initial 2016 Estimates along with the subsequent next 4 years through 2020. Updated plans will reflect
the results of the full 5 year updates.
2016
BUDGET
GENERAL FUND
SALARIES
BENEFITS
309,798,432
2017
ESTIMATE
$
2018
ESTIMATE
304,537,432
129,851,193
129,662,184
$ 434,199,616
TOTAL SALARIES & BENEFITS
439,649,625
TRAVEL & TRAINING
915,032
933,333
2019
ESTIMATE
304,537,432
2020
ESTIMATE
304,537,432
304,537,432
133,356,528
137,272,533
437,893,960
$ 441,809,965
445,790,868
951,999
990,460
971,039
141,253,436
UTILITIES
23,044,547
23,735,883
24,447,960
25,181,399
25,936,841
CONTRACTUAL SERVICES
41,013,122
41,833,384
42,670,052
43,523,453
44,393,922
MATERIALS & SUPPLIES
4,959,148
5,058,331
5,159,498
5,262,688
5,367,941
MAINTENANCE
4,091,350
4,173,177
4,256,641
4,341,773
4,428,609
CLAIMS & MISC. AND CAPITAL
3,806,905
3,806,905
3,806,905
3,806,905
3,806,905
INTERDEPARTMENTAL
18,225,440
20,401,721
20,759,764
21,127,291
21,507,582
INTERFUND SUBSIDIES
30,790,334
35,669,583
36,261,164
36,859,817
37,449,574
250,000
250,000
250,000
250,000
250,000
DEBT SERVICE
TOTAL OTHER
127,095,878
$ 135,862,317
138,563,982
$ 141,324,365
144,131,834
TOTAL GENERAL FUND
566,745,503
$ 570,061,933
576,457,942
$ 583,134,330
589,922,703
Revenue Forecast
As with the Expense Forecast above, this initial document will only include excerpts from the 5 year plan which
show the initial 2016 Estimates along with the subsequent next 3 years through 2020. Updated plans will reflect
the results of the full 5 year updates.
2016 BUDGET
GENERAL FUND
CHARGES FOR SERVICES
FINES & FORFEITURES
34,665,957
2017 ESTIMATE
2018 ESTIMATE
2019 ESTIMATE
2020 ESTIMATE
34,665,957
34,665,957
34,665,957
34,665,957
14,490,126
14,144,946
14,779,584
18,779,584
18,779,584
416,666
LICENSES & PERMITS
15,678,132
15,678,132
15,678,132
15,678,132
15,678,132
MISCELLANEOUS
28,145,666
28,145,666
28,145,666
28,145,666
28,145,666
OTHER SHARED REVENUE
13,350,625
13,484,131
13,618,973
13,755,162
13,892,005
PROPERTY TAX
30,931,945
31,241,264
31,553,677
31,869,214
32,187,906
2,500,000
25,093,082
25,845,874
26,621,251
27,419,888
28,242,485
TRANSFERS IN
5,416,592
5,524,924
5,635,422
5,748,131
5,863,093
OTHER TAXES
39,452,500
40,241,550
41,046,381
41,867,309
42,704,655
INCOME TAX
314,800,000
321,096,000
327,517,920
334,068,278
340,749,644
430,000
430,000
430,000
430,000
430,000
525,371,291
$ 530,498,445
539,058,325
$ 547,792,683
$ 556,705,198
GRANT REVENUE
SALE OF CITY ASSETS

STATE & LOCAL GOVERMENT FUND
INVESTMENT INCOME
TOTAL GENERAL FUND
February 1, 2016
47
Monitoring / Evolution of Performance Measures

Performance measurement is the process of collecting, analyzing and reporting information regarding the
performance of a system or component. There are currently a number of processes used by the City in collecting
and reporting on a myriad of measures.
The LTFP focuses on the collection and standardization of pertinent measures for the assessment and evaluation
of the identified processes and strategies of this plan. Currently, the City uses the following means for the
generation of performance parameters:
Monthly Operational Analysis
Monthly Financial Economic Analysis
CitiStat Performances
311 Call Center
Monthly Operational Analysis
On a monthly basis, the Office of Budget and Management develops and standardizes procedures and methods
to improve and continuously monitor the efficiency and effectiveness of assigned functions. Workload is
continuously assessed for improvement opportunities. Funding gaps are identified and status reports prepared
and presented to the Administration for review and decision making. The completed LTFP will be the first step in
satisfying OBM's Financial Goal of developing a comprehensive Fiscal Policy.
Monthly Financial Economic Analysis
The Office of Budget and Management tracks and reports the status of financial and economic indicators for the
City of Cleveland on a monthly basis to help facilitate positive change. This is accomplished by publishing
accurate, reliable, and timely data at the municipal and regional level. The strength and weaknesses and forecast
risks are also detailed so management can make informed decisions.
CitiStat
To improve the delivery of quality services in a cost effective manner for all residents, the City of Cleveland
implemented the CitiStat system over 10 years ago. CitiStat is a government management tool grounded in
accountability through continuous review of performance measures. CitiStat does not provide solutions but
rather, creates an informed environment for managers to develop cost-effective operational practices that result
in improved delivery of service.
CitiStat has enhanced the Citys grant funding process as it justifies how money is being spent and translates how
funding is impacting residents. The following process provides a basic overview of the Citys CitiStat system:
All department and division directors collect data according to predefined performance measures.
Data is reported through a universal mechanism utilized by all department and divisions incorporating
mapping technology.
Data is analyzed and summarized for presentation to the Administration.
Department and division managers present data bi-weekly to the key officials who responds to the
data, asks questions, and identifies problems.
The team works together to develop solutions and changes to be implemented before the next review.
February 1, 2016

48
311 Call Center
Included in Cleveland's implementation of CitiStat was the implementation of a 311 complaint and concern
system for residents. Residents are now able to call 311 for non-emergency complaints, and receive immediate
assistance or be assigned a complaint number. 311 is available 24 hours a day, 7 days a week. The CitiStat system
dispatches and tracks complaints from assignment to completion and provides timely follow-up to the resident.
The 311 solution creates a customer service oriented government which:
Provides improved accessibility and service to citizens.
Provides improved support to city council and administration departments/ divisions in their efforts to
deliver service to citizens.
Establishes priorities/policies in response to citizen and departmental needs.
Allows the City to distribute accurate uniform information while maintaining a permanent record of
citizen inquiries.
While there is generally no rule concerning the number of performance measures required in an organization, it is
agreed that good performance measures, based on data, provide numeric descriptions and that tell a story about
whether or not objectives and goals are being achieved.
The Budget Office is currently beginning a process, as part of the LTFP, requiring Department requests to be linked
to performance measures to better understand what results or improvements can be expected.
Conclusion
The fundamental objectives of the City of Cleveland's LTFP processes are to understand and to respond
proactively to our internal and external financial environment, and be as prepared as possible to deal with the
unexpected.
The LTFP is an important element in the city's long-term growth and operating blueprint. We believe that the
processes, goals, and strategies introduced here will help reduce the effects of the normal cyclical fluctuations in
city revenues and expenses, thereby ensuring that we can sustain essential city services and pay for growthrelated requirements.
This initial plan is meant to be a realistic communications vehicle for city administrators, policy makers, and staff
for the delivery of future financial strategies on behalf of the community.
This plan, going forward, will be reviewed and revised on an annual basis and updated accordingly as a result of
direct changes in the financial status, socio economic environment, or internal factors of the City.
February 1, 2016
Capital Improvement Plan
49
This 2016 Five Year Capital Improvement Program represents our tenth annual installment since I took office in 2006.
We issued $100 million in additional bond debt in 2015: This dollar amount represents about four times the debt the
City retires in an average year, and is largely driven by four major initiatives: $25 million for targeted neighborhoods,
$20 million to restore the condition of the City's vehicle fleet, over $34 million for roads and bridges, and over $20
million to repair existing facilities. In developing our capital spending plan for 2016, I have set the following priorities.
Pavement Management for Roads
Last year I initiated an aggressive program for the repair of the City's worst-rated streets as measured by our pavement
management ratings. We used $2 million from our 2014 bond issue, leveraging an additional $10 million in federal
monies from the Northeast Ohio Area Coordinating Agency ("NOACA") and commenced resurfacing nearly 17 miles
on eight streets with a 61 average pavement condition rating.
We had an equally aggressive program planned for 2015, and we are also attempting to leverage State and County
monies for resurfacing projects. By the end of 2016, we hope to have achieved resurfacing on all streets with below70 pavement condition ratings. This project will show the greatest impact on the operating budget because it will
show a major decrease in the number of potholes around the city. With less potholes, overtime will be reduced as well
as the number of claims that are paid out for complaints.
Neighborhood Development Bonds
We issued $25 million of Neighborhood Development Bonds to invest in community and economic development
activity in neighborhoods where investment has been lacking.
Sustainability
Sustainable Cleveland 2019 is a ten-year initiative to transform Cleveland into a thriving green city on a blue lake with
a goal of integrating efficient, environmentally beneficial practices into city capital projects. Since 2013, the City of
Cleveland has been implementing its sustainable building policy on new construction, renovations and "Fix it First"
projects. We are replacing aging fleet vehicles with new fuel efficient models. We are also moving forward with
Complete and Green Streets and more than ten percent of the Capital Budget is dedicated to green infrastructure,
bicycle facilities and improving the walkability of our neighborhoods. The operating budget will be impacted by this
initiative through the savings in fuel costs as well maintenance costs that were required on older vehicle models.
Facilities
In 2011, we began prioritizing the repair or replacement of our existing facilities (a "fix it first" policy). In 2015, we
invested over $20 million in facilities improvements. Additionally, our $20 million investment in vehicles significantly
upgraded the condition of-and the productivity of-the City's fleet.
Our entire 2016 Five Year Capital Improvement Program will be posted on the City of Cleveland website, and we invite
your comments and suggestions.
I. Capital Improvement Questions and Answers
What is a Capital Improvement Program?
A capital improvement program forecasts a community's infrastructure, facility and equipment needs, and creates
a strategy for funding and implementing projects designed to address those needs. The Jackson Administration
reinitiated the Capital Improvement Program in 2007 in order to better plan the public investments that are
necessary to make Cleveland a city of choice.
What are Capital Projects?
Capital projects are the "bricks and mortar" portion of Mayor Jackson's strategy for the development and
revitalization of Cleveland. Capital projects include public assets ranging from roads and parks to police squad
cars and information technology. Capital projects provide a public benefit and have a useful life of many years.
The projects implemented by the Capital Improvement Program will shape the physical landscape of Cleveland
for generations, and will play an important role in the City's long-term ability to deliver the critical services
necessary to attracting private investment and making Cleveland a vital, vibrant and connected city.
February 1, 2016

50
Does the City's Capital Improvement Plan impact the Operating Budget?
No. The Capital Budget funds major improvements to City facilities, infrastructure and equipment and is based on
the needs identified by the five year Capital Improvement Plan. The Capital Budget is funded through debt
issuance, Restricted Income Tax funds and grants. The City's Operating Budget covers day-to-day expenses and
expenses related to delivery of service. Further, because Capital Budgets operate based upon the length of a
project this results in multi-year budgeting, as opposed to the Operating Budget which is appropriated on an
annual basis.
How Does the City Prioritize Capital Projects?
Capital project requests are solicited annually from each department and division of the City of Cleveland. A
Capital Planning Committee reviews all requests before meeting with each department. The Capital Planning
Committee is led by Mayor Jackson's Chief of Staff and includes the:
Chief Operating Officer;
Chief of Regional Development;
City Planning Director;
Director of Mayor's Office of Capital Projects;
Finance Director
Capital Budget Manager;
Chief of Sustainability
The Committee uses financial forecasts provided by the Department of Finance to determine how much funding
is likely to be available in each of the five years included in the Plan.
Capital project requests are evaluated based primarily on their consistency with the Citywide Plan and their
potential for making Cleveland a safer, healthier and more economically vibrant community. While the City has
created comprehensive planning documents in the past, the Connecting Cleveland 2020 Citywide Plan adopted
in 2007 was the first plan that had a direct and controlling influence on the City's Capital Budget. This allowed the
City to strategically invest its limited capital dollars, rather than making funding decisions on a year-to-year or
even a project-by-project basis.
When completed, the first draft of the Capital Plan is presented for review to the City Planning Commission, City
Council and Cleveland's citizens. Suggestions received from the community are then used to create a final draft
that addresses the City's capital needs and reflects the priorities of Cleveland's citizens and businesses.
If a project is included in the Capital Improvement Plan, is it guaranteed that the project will be funded in
the year that it is listed?
Projects listed in the first year of the Capital Plan are adopted as part of that year's Capital Budget. The inclusion of
a project in later years signifies that there is a need for the project; however, these later year projects are less
certain of receiving funding in their respective scheduled years. As discussed below in the section Bond Capacity
and the Five Year Capital Improvement Program, projects listed in the years 2016-2019 have about a one out of four
chance of receiving funding in the year for which they are listed.
Does the City have to raise taxes in order to implement the Capital Improvement Plan?
No. The Capital Improvement Program utilizes a combination of existing City resources and the issuance of
general obligation and revenue bonds to fund capital projects. The City's investment is then used to leverage
additional resources from the state and federal governments, as well as from private sources. The Capital
Improvement Program works closely with the Department of Finance to create a Capital Budget that is conducive
to the City's long-term financial stability.
How does the City ensure that projects will be implemented on time and within budget?
The Mayor's Office provides city departments and partner agencies with assistance in order to ensure that capital
projects are completed on time, within budget and in compliance with all applicable laws and regulations. One
major goal of the capital improvement program is to make the City of Cleveland a more responsive partner to
contractors, ultimately leading to lower project bids and saving taxpayer dollars.
February 1, 2016
51
II. GIS and the Capital Improvement Program

The Capital Improvement Program is fully integrated with the City's Geographic Information System, or GIS. GIS is
a tool that allows users to view project information on a map, and to look at a project in relation to additional
projects planned for the same area. Users are able to view the projects that are planned for each of the next five
years.
The City's GIS system is now accessible online to Cleveland citizens and businesses. In the online GIS version of the
Capital Improvement Program, users are able to "zoom in" to see the capital projects planned for their
neighborhood or even their block. By clicking on a specific project, users will be able to view a project description,
including a breakdown of the project's funding sources and contact information for the project's manager.
GIS also allows the City to facilitate the coordination of capital projects among divisions and departments. For
example, if the Mayor's Office of Capital Projects is planning on reconstructing a street in 2015 and the Division of
Water is planning a project for the same street in 2016, the two divisions may be able to do all work at the same
time, ensuring that the street is excavated only once. This will save taxpayer dollars and reduce the disruption of
daily life for nearby residents.
III. General Obligation Bond Capacity
In creating a Capital Improvement Program, the needs of the City must be balanced with available dollars. The
Finance Department has advised the Mayor's Office that the City's general obligation bond capacity in years 20142030 will most likely be in the range of $25 to $30 million.
Legal Limitations on General Obligation Bond Capacity
State laws restrict municipalities from incurring debt that is not voted on and approved by the residents of the
municipalities. Without voter approval, property owners may not be taxed more than 10 mills (the "inside
millage"). The Ten Mill maximum amount is allocated to a number of overlapping taxing subdivisions pursuant to
a statutory formula. In summary, the requirements for using this "inside millage" include:
Ad valorem property taxes for the payment of debt service on all unvoted debt of the combined
overlapping subdivisions (city, county, schools, library, RTA) cannot exceed 10 mills;
10 mills is the maximum aggregate millage that can be levied without voter approval on any single piece of
property;
Only the City, County, RTA and the various school Districts (Cleveland, Shaker and Berea) can levy ad
valorem property taxes within the 10 mill limit;
10 Mill is calculated for the year in which the debt service for all the overlapping jurisdictions is highest;
It is calculated by dividing the debt service needed in a year for the jurisdiction into the assessed valuation
of the jurisdiction.
There are two factors affecting the City's ability to issue general obligation bond debt: 1) The amount of
combined debt which has been issued by the overlapping jurisdictions, primarily the City; and 2) The
assessed valuation of the City.
Bond Capacity and the Five Year Capital Improvements Program

Our Finance Department is conservatively advising that recent events may limit the City's general obligation bond
capacity in the years 2016-2030 to a range of $20 million.
However, our Five Year Capital Improvements Program shows the following project needs in future years of the
Plan:
$74 million in year 2017;
$84 million in year 2018;
$97 million in year 2019; and
$107 million in year 2020.
Accordingly, for years 2017-2020 assume that the City will only be able to fund one-fourth of the listed projects.
February 1, 2016

52
We are showing these higher totals in our plan for several reasons.
State and Federal Stimulus Moneys: We do not think we have seen the last of federal and state injections of
stimulus moneys. Assuming these opportunities arise, we want to be ready to respond with well-conceived,
shovel-ready projects. We will have to take some risks in paying for designs of projects for which construction
funding is not yet assured, but we believe such risks are appropriate in the impending five-year economy.
Facilities Plan and Pavement Management Study: Since 2009, each annual installment of our Plan has included
selected priorities from two significant studies prepared in 2008-a $400 million Facilities Plan and a $300 million
Pavement Management Program.
If we prepared a ten year capital improvements program, we might be able to list all the needed projects in a way
that roughly matches the City's annual funding capacity. However, since we are limited to five years, we have to
strike a balance between listing as many needed projects as possible versus respecting the City's annual funding
capacity. We have chosen to err on the side of over-inclusiveness, by showing about four times as many project
needs compared to our annual $20 million funding capacity.
PROPOSED CAPITAL EXPENDITURES
PROJECT TYPE
2016
BASIC SERVICES
Transportation Network
Public Buildings & Facilities
Vehicles & Major Equipment
Parks & Recreation
Total Basic Services
$
$
$
$
$
DEVELOPMENT
Economic Development
Neighborhood Development
Total Development
$
$
$
MAJOR ENTERPRISES
Airports
Water System
Cleveland Public Power
Water Pollution Control
Total Major Enterprises
TOTAL CITYWIDE
CAPITAL PROGRAM
43,987,166
2,300,000
10,512,734
900,000
57,699,900
2017
$
$
$
$
$
1,046,048 $
- $
1,046,048 $
55,116,335
9,289,000
7,704,127
23,165,000
95,274,462
2018
2019
$
$
$
$
$
48,744,900 $
14,810,000 $
6,834,552 $
21,657,793 $
92,047,245 $
1,046,048 $
1,500,000 $
2,546,048 $
1,046,048 $
1,500,000 $
2,546,048 $
44,725,856
26,390,000
5,269,750
31,487,000
107,872,606
5 YEAR
TOTAL
2020
$
$
$
$
$
1,046,048 $
- $
1,046,048 $
45,422,790
39,740,000
3,753,889
22,428,000
111,344,679
$
$
$
$
$
237,997,047
92,529,000
34,075,052
99,637,793
464,238,892
1,046,048 $
1,500,000 $
2,546,048 $
5,230,240
4,500,000
9,730,240
$
$
$
$
$
85,365,051
65,858,000
10,805,028
19,490,080
181,518,159
$
$
$
$
$
32,425,000
54,586,512
10,138,200
8,521,600
105,671,312
$
$
$
$
$
27,290,000
79,507,371
10,363,500
7,765,800
124,926,671
$
$
$
$
$
24,415,000 $
53,156,575 $
9,097,500 $
11,832,500 $
98,501,575 $
15,650,000
71,857,584
12,475,000
5,900,000
105,882,584
$
$
$
$
$
185,145,051
324,966,042
52,879,228
53,509,980
616,500,301
240,264,107
203,491,822
219,519,964 $
207,420,229 $
219,773,311
1,090,469,433
Note: 2017-2020 are estimated budgets
February 1, 2016
Fund Structure
53
The City of Cleveland maintains numerous funds, each with its own specific purpose and revenue sources. The
purposes are defined by law and all expenditures must be in accordance with the purpose designated for the
specific fund. For operating details see Section II.
Fund Structure
FUND
PURPOSE
REVENUE
Agency
Central Collection Agency for collection of

income taxes.
User fees charged to city and suburbs for

collection of income tax.
Debt Service
Sinking Fund pays and records transactions

involved in debt financing.
Property tax, Restricted Income Tax and

interest earnings.
Major Enterprise
Provide water, sewer, electric services and

airport facilities.
User fees.
General
Provides for general operating expenses

of the city.
State and local taxes, service charges, licenses

and permits, and fines.
Internal Service
Telephone Exchange, Information Systems

Services, Motor Vehicle Maintenance,
Printing, Storeroom, Sinking Fund, Health Self
Insurance, Prescription Self Insurance.
User fees (charged to City Divisions) and

General Fund Operating transfers to Sinking
Fund.
Small Enterprise
Public Auditorium & West Side Market,

Cemeteries, Golf, Parking Facilities,
East Side Market.
User fees and some General Fund operating

transfers.
Special Revenue Restricted Income Tax
Capital improvements and debt service

payments.
One-ninth of city income tax collections.
Stadium
Capital Improvements and debt service

payments.
Sin tax, service charges, General Fund

operating transfer.
Streets
Street maintenance and repair.
Rainy Day
Reserve for economic downturns and

one time obligations.
State gasoline and automobile license tax,

permit fees and operating transfer from the
General Fund.
Excess of revenues over expenditures in
General Fund.
City of Cleveland Fund

Structure
Governmental Funds
Special
Revenue
Fund
General Fund
General Government
Building & Housing
Nondepartmental
Aging
Human Resources
Schools Recreations &

Cultural Activities
Cleveland Stadium
Law
Finance
Public Health
Public Safety
Rainy Day
Street Construction,
Maintenance, & Repair
Public Works
Community
Development
Proprietary Funds
Major
Enterprise
Funds
Debt Service
Fund
Utilities Administration
Radio Communications
Fiscal Control
Small
Enterprise
Funds
Cemeteries
East Side Market
Water
Water Pollution
Control
Cleveland Hopkins &
Burke Lakefront
Airport
Fiduciary Funds
Golf Courses
Municipal Parking
Facilities
Internal
Service
Funds
Sinking Fund
Printing &
Reproduction
Storeroom
Prescription Self
Insurance Fund
Public Auditorium
Westside Market
Telephone Exchange
Agency Fund
Central Collection
Agency
Motor Vehicle
Maintenance
Health Self Insurance

Fund
Economic
Development
February 1, 2016
Fund Structure
54
FUND
Agency
Debt Service Fund
Enterprise Major Funds
General Fund
Internal Service Funds
Small Enterprise Funds
Special Revenue
Stadium
Streets
February 1, 2016
DEPARTMENT
DEPARTMENTAL BUDGET
CCA Income Tax Administration

Sinking Fund General Operations
Department of Public Utilities
Department of Port Control
General Government
Municipal Courts
Department of Aging
Department of Human Resources
Department of Law Department
of Finance
Department of Public Health
Department of Public Safety
Department of Public Works
Department of Community Development
Department of Building and Housing
Department of Economic Development
Non-Departmental
Telephone Exchange
Storeroom & Warehouse
Health Self Insurance Fund
Prescription Self Insurance Fund
Radio
Public Auditorium
West Side Market
Cemeteries
Golf
Parking Facilities
East Side Market
Cleveland Stadium
Division of Street Construction, Maintenance & Repair
pp 479-484
pp 452-456
pp 360-402
pp 403-411
pp 80-127, pp 204-207
pp 128-149
pp 150-156
pp 157-161
pp 162-165
pp 166-203
pp 208-228
pp 229-283
pp 284-317
pp 818-321
pp 322-335
pp 366-339
pp 340-343
pp 457-459
pp 460-465
pp 466-470
pp 471-473
pg 474
pg 475
pp 366-370
pp 427-432
pp 433-436
pp 416-419
pp 420-421
pp 422-425
pg 426
pg 347
pg 355
pp 348-353
Projected Fund Balance at Year End
55
Projected Fund Balance at Year End
CITY OF CLEVELAND FUND STRUCTURE

The fund structure makes it difficult to define the City's budget because, in fact each fund has its own budget.
Fund Balance is defined as the balance in the fund remaining from all revenues, expenditures and carryover
funds that is subject to future appropriation. Decreases in fund balances are due to several factors: projecting a 3%
increase in cost due to self-insurance, significant legal settlements, doubling of salt prices, an April 1st wage increase
for negotiated contract and 10 additional Police Officers. The cost of providing city services continues to rise while
revenues have not kept pace. The City receives no direct benefit i.e. sales tax, business tax from the development of
restaurants, hotels and businesses in Greater Cleveland. We continue to have challenges to our tax base like House
Bill 5 and challenges from professional sports teams that will likely substantially reduce the amount of income tax we
receive. There is no anticipation of and new taxes that would positively impact revenue collection.
Revenue
Excess/
(Deficiency)
of Revenue
Over
Expenditures
Expenditures
Balance
Beginning
Ending
GENERAL FUND
General Fund
525,371,291
566,745,503
(41,374,212)
42,096,567
722,355
SPECIAL REVENUE FUNDS

Street Maint & Construction*
27,033,878
27,040,562
(6,684)
6,685
Cleveland Stadium*
9,562,475
10,384,225
(821,750)
12,505,916
11,684,166
36,596,353
37,424,787
(828,434)
12,512,600
11,684,166
299,500,000
315,992,588
(16,492,588)
169,692,267
153,199,679
ENTERPRISES
MAJOR
Water
26,431,570
26,431,570
7,545,971
7,545,971
207,111,821
207,111,821
22,376,412
22,376,412
Airport-General Operations
160,341,280
160,341,280
68,149,542
68,149,542
SMALL
Cemeteries*
693,384,671
709,877,259
(16,492,588)
267,764,192
251,271,604
1,702,072
1,722,741
(20,669)
20,669
Golf
53,152
18,338
34,814
139,242
174,056
Parking Facilities
9,479,363
11,018,354
(1,538,991)
2,116,420
577,429
Public Auditorium*
2,680,161
2,685,224
(5,063)
5,063
West Side Market
1,283,000
1,576,756
(293,756)
1,303,293
1,009,537
39,975
40,000
(25)
26
East Side Market
AGENCY FUND
Less: Interfund Subsidies
from GF
NET CITY OF CLEVELAND
OPERATING BUDGET FOR 2016
15,237,723
17,061,413
(1,823,690)
3,584,714
1,761,024
11,640,829
11,640,829
478,543
478,543
19,722,702
19,722,702
$1,262,508,165
$1,323,027,089
$ (60,518,924)
$ 326,436,617
$ 265,917,693
*Includes General Fund Subsidy
February 1, 2016
Consolidated Financial Summary

56
Governmental Funds
General Fund
2014
Actual
2015
Unaudited
Special Revenue Fund

2016
Budget
2014
Actual
2015
Unaudited
Debt Service Fund

2016
Budget
2014
Actual
2015
Unaudited
2016
Budget
Financial Sources
Charges for Services
Fines, Forfeitures & Settlements
Grant Revenue
Licenses & Permits
Miscellaneous
Other Shared Revenue
CAT Tax
Property Tax- State Subsidy
Cigarette & Liquor Tax
Estate Tax
Casino
Other
$
Property Tax
Sale of City Assets
State and Local Government Fund
Transfers In
Income Tax
Investment Income
Other Taxes
Admission Tax
Motor Vehicle License Tax
Parking Tax
Electric Excise Tax
Hotel Tax
Other
$
Premiumn on Bond
Proceeds From Sale of Debt
Total Financial Sources
33,418,201 $ 31,394,720 $ 34,665,957

23,732,685
15,690,781
14,490,126
1,774,132
385,566
416,666
13,105,597
16,684,115
15,678,132
25,971,312
24,633,784
28,145,666
101,701
50,850
3,253,689
3,208,865
3,155,148
766,204
805,672
805,000
735,799
229,749
50,000
9,615,799
9,207,093
9,324,477
32,553
23,018
16,000
14,505,745 $ 13,525,247 $ 13,350,625
18,942,327
13,485,734
13,084,000
$ 18,942,327 $ 13,485,734 $ 13,084,000
32,337,803 $ 32,683,852 $ 30,931,945

1,043,656
315,594
2,500,000
25,021,013
26,579,767
25,093,082
11,329,409
5,446,498
5,416,592
297,124,281
308,946,752
314,800,000
454,363
445,624
430,000
266,102 $
1,099,743
4,243,979
17,284,796
37,140,278
103,705
291,057 $
275,000
250,133
1,351,480
900,200
3,673,133
4,600,400
18,441,121
38,618,344
91,199
506,454
2,949,324
2,211,200
$ 5,160,524 $
505,907
508,637
2,949,325
2,949,325
2,186,238
2,136,983
5,135,563 $ 5,086,308
18,898,253
39,350,000
108,500
$ 16,846,522 $ 17,026,872 $ 16,130,630

8,278,100
15,366,546
4,598,608
33,215,093
34,172,034
31,745,024
14,450
21,345
25,000
12,289,312
14,826,393
14,500,000
2,830,808
3,088,390
3,000,000
11,818,965
12,990,239
12,900,000
3,300,471
3,068,039
3,000,000
5,141,242
6,046,548
6,022,500
34,352
31,389
30,000
35,415,150 $ 40,050,998 $ 39,452,500
515,233,347 $ 516,783,298 $ 525,371,291
$
$
$
$ 79,080,930 $ 76,202,201 $ 77,216,353
$
$
$
878,200
4,862,661
20,110,000
28,975,000
$ 85,009,343 $ 106,065,928 $ 58,094,207
280,592,075 $ 288,361,555 $
116,365,734
123,486,397
689,930
664,068
20,974,245
21,868,236
34,837,004
30,137,046
3,888,899
4,227,086
2,542,998
3,521,222
3,848,933
4,315,567
19,636,715
17,826,587
29,571,929
29,862,159
3,680,500
250,000
250,000
250,000
277,229
168,091
517,156,191 $ 524,938,014 $
$ 11,274,765 $ 11,472,171 $
3,859,571
4,137,749
1,520
314,605
317,112
2,029,512
2,092,971
3,564,661
4,973,813
47,373
65,653
1,650
2,400
3,086,158
2,508,570
37,028,701
37,107,456
7,478,777
17,757,564
6,339,363
6,089,493
$ 75,025,136 $ 86,526,472 $
Financial Uses
Salaries and Wages
Benefits
Other Training and Professional Dues
Utilities
Contractural Services
Materials & Supplies
Maintenance
Claims, Refunds Maintenance
Interdepartmental Service Charges
Transfers Out
Capital Outlay
Debt Service
Expenditure Recovery
Total Financial Uses
Decertifications
Change in Receivables
Beginning Balance
Ending Balance
Change in Balance
% Change
February 1, 2016
2,246,738
$
$
$
624,561
-
309,798,432
129,851,193
915,032
23,044,547
41,013,122
4,959,148
4,091,350
2,806,905
18,225,440
30,790,334
1,000,000
250,000
566,745,503
-
49,302,827 $ 49,626,721 $ 42,096,566

49,626,721 $ 42,096,566 $
722,354
323,894 $ (7,530,155) $ (41,374,212)
0.7%
-15.2%
-98.3%
297,812
-
127,687
-
11,403,227
4,444,718
335,316
2,109,954
4,387,328
52,320
2,000
2,545,583
36,279,887
11,095,477
6,471,669
79,127,479
$ 38,239,436 $ 42,593,042 $ 32,396,458

$ 42,593,042 $ 32,396,458 $ 30,485,332
$ 4,353,606 $ (10,196,584) $ (1,911,126)
11.4%
-23.9%
-5.9%
$
$
9,532
1,248,364
837,650
81,253,304
96,303,328
65,035,681
$ 82,511,200 $ 97,140,978 $ 65,035,681
-
$ 12,951,454 $ 15,449,597 $ 24,374,547

$ 15,449,597 $ 24,374,547 $ 17,433,073
$ 2,498,143 $ 8,924,950 $ (6,941,474)
19.3%
57.8%
-28.5%
57
Proprietary Funds
Enterprise Funds
2014
Actual
2015
Unaudited
2016
Budget
2014
Actual
$ 636,723,170 $ 664,027,693 $ 694,867,995

278,031
1,243,473
785,437
2,429,998
331,522
444,077
550,000
24,432,406
20,282,323
21,467,358
$
$
$
488,332
1,616,248
542,246
Fiduciary Fund
Total
Agency Fund
All Funds
4,803 $
508,050
2,005,582
645,144
490,000
2,039,423
600,100
2015
Unaudited
2016
Budget
2014
Actual
$ 45,257,287 $ 77,263,343 $ 86,471,353
28,960,003
15,970
15,970 $
26,172,665
17,002
17,002 $
26,136,982
17,000
17,000
2015
Unaudited
39 $
25,283 $
2,693,205
2,792,857
3,385,829
-
2016
Budget
2014
Actual
$
$
$
491,478
10,953
504,243
8,988
643,488
8,000
6,160,000
7,446
6,510,000
9,632
8,255,000
-
2015
Unaudited
2016
Budget
715,664,799 $
23,732,685
3,017,605
14,536,862
86,807,359
773,002,096 $
16,218,945
1,171,003
18,479,672
78,060,669
816,280,305
14,490,126
2,846,664
17,128,332
84,244,872
3,051,025
5,480,859
766,204
735,799
9,615,799
18,974,880
38,624,566 $
3,000,175
5,412,105
805,672
229,749
9,207,093
13,508,752
32,163,546 $
2,949,325
5,309,131
805,000
50,000
9,324,477
13,100,000
31,537,933
49,184,325 $
1,531,988
25,021,013
39,000,031
373,639,652
1,133,163
49,715,527 $
823,644
26,579,767
41,763,990
388,247,130
1,221,932
47,062,575
2,990,000
25,093,082
31,596,364
394,150,024
1,171,600
471,234
558,194
626,487
2,801,048
3,068,039
3,000,000
(5,371,479)
(5,407,432)
$ (2,099,197) $ (1,781,199) $ 3,626,487
$ 663,278,200 $ 687,199,941 $ 726,071,361
$
$
$
$ 74,735,691 $ 103,966,241 $ 113,276,823
$
$
$
$ 8,860,690 $ 9,337,772 $ 11,640,829
12,289,312
14,826,393
14,500,000
2,830,808
3,088,390
3,000,000
12,290,199
13,548,433
13,526,487
6,101,519
6,136,078
6,000,000
5,141,242
6,046,548
6,022,500
(5,337,127)
(5,376,043)
30,000
$
33,315,953 $
38,269,799 $
43,078,987
878,200
4,862,661
20,110,000
28,975,000
$ 1,426,198,201 $ 1,499,555,381 $ 1,511,670,864
$ 107,343,139 $ 107,433,157 $
40,991,262
41,788,618
729,355
832,137
34,124,565
35,302,885
49,360,493
56,718,237
138,416,516
138,043,490
27,815,009
36,655,795
7,068,501
9,822,683
25,998,448
30,259,187
698,279
1,091,235
54,361,594
80,698,715
172,608,643
165,878,816
20,077
214,069
$ 659,535,881 $ 704,739,024 $
$ 5,410,890 $ 5,401,234 $ 5,938,227

2,049,827
2,225,417
2,581,554
8,180
12,876
25,580
5,346,407
6,019,921
6,069,241
4,821,819
6,053,958
6,769,920
13,317,910
10,771,971
9,470,016
1,328,788
1,336,836
1,316,630
35,780,583
72,229,161
80,431,722
133,172
141,075
148,757
457,873
$ 68,655,449 $ 104,192,449 $ 112,751,647
$ 3,963,195 $ 4,420,794 $ 5,403,603

1,332,878
1,528,895
2,118,272
31,711
31,061
40,000
121,196
144,237
140,000
1,599,206
1,318,305
1,772,700
370,152
400,658
615,500
133,560
151,838
134,800
446,484
458,514
519,550
779,227
828,046
856,404
13,516
20,139
40,000
12,661,273
1,635,965
4,756,902
(1,417,905)
120,078,688
48,544,981
896,074
39,925,738
56,801,266
162,345,809
35,492,216
12,822,925
32,177,855
1,694,703
55,677,025
178,193,872
120,000
744,771,152
-
$ 268,544,759 $ 283,312,386 $ 271,948,110

$ 283,312,386 $ 271,948,110 $ 253,248,319
$ 14,767,627 $ (11,364,276) $ (18,699,791)
62.8%
-32.6%
-62.5%
64,282
$
523,462 $
$ 6,667,986 $
$ 6,144,524 $
1173.8%
36,807
6,667,986 $
6,478,585 $
(189,401) $
-2.8%
$ 8,791,125 $ 9,302,487 $ 11,640,829
6,478,585
7,003,761
525,176
8.1%
21,561
$
$
$
306,121 $
397,247 $
91,126 $
29.8%
46,010
397,247 $
478,542 $
81,295 $
20.5%
478,542
478,542
0.0%
$
$
$
408,584,064
164,599,272
1,459,176
60,881,018
92,657,566
159,558,138
31,867,728
47,146,151
49,633,720
68,547,273
65,992,260
260,451,310
297,306
1,411,674,982
15,291,666
1,635,965
369,868,059
398,046,979
28,178,920
1297.7%
$
$
$
417,088,911
173,167,076
1,541,662
63,652,391
96,320,517
158,417,018
41,731,344
86,828,325
51,563,465
68,898,500
98,726,418
268,521,637
382,160
1,526,839,424
5,591,967
(1,417,905)
398,046,979
377,772,808
(20,274,171)
3.7%
$
$
$
452,622,177
187,540,718
1,876,686
69,514,842
108,466,962
181,777,801
41,087,316
96,583,102
53,954,039
68,764,924
67,812,502
249,951,222
120,000
1,580,072,291
377,772,808
309,371,381
(68,401,427)
-187.0%
February 1, 2016
Official Certificate Of Estimated Resources

58
CERTIFICATE OF ESTIMATED RESOURCES
Form Prescribed by the Bureau of Inspection and Supervision of Public Offices.
County Auditor's Form No. 32A
AMENDED OFFICIAL CERTIFICATE OF ESTIMATED RESOURCES
Based on 88.73% current & delinquent collection of current levy for previous tax year
Official Certificate Of Estimated Resources
Fund
General Fund
Fire Pension
Police Pension
Total General Fund
Schools Rec & Cult Activities
Rainy Day Fund
Street Construction, Mtc & Rep
Cleveland Stadium
Debt Service
Utilities Radio Communications
Utilities Fiscal Control
Water
Airport Operations
Cemetery
Golf
Parking Facilities
Public Auditorium
West Side Market
East Side Market
Sinking Fund General Oper
Telephone Exchange
Workers Compensation Reserve
Health Self Insurance Fund
Printing
Storeroom
Total
Transfers
General Fund To:
Stadium Fund
Streets Fund
Other Subfunds
Debt Service Fund
Schools Fund
IX Center Fund
Sinking Fund
Cemetary Fund
Public Auditorium Fund
Unencumbered
General Property
Balance, Jan. 1, 2016
Tax
Local
Government
Other
Sources
Total
$42,096,567.35
-
$31,598,738.24
1,223,177.55
1,223,177.55
$24,093,611.96
-
$467,232,585.70
-
$565,021,503.25
1,223,177.55
1,223,177.55
49,096,567.35
34,045,093.34
24,093,611.00
467,232,585.70
567,467,858.35
1,157,692.88
18,726,165.38
6,684.62
12,505,915.70
24,374,552.08
144,562.99
33,650.50
420,993.51
169,692,267.35
7,545,971.03
22,376,411.97
68,149,542.03
20,669.45
139,241.95
2,116,419.99
5,063.37
1,303,293.24
25.76
5,457.04
4,980,274.52
1,308,936.22
66,769.08
56,862.08
60,284.73
478,542.77
17,736,066.46
-
39,370,000.00
1,175,000.00
75,000.00
27,033,878.00
9,562,475.00
40,358,141.00
6,088,762.00
3,358,206.00
8,002,000.00
299,500,000.00
26,431,570.00
207,111,821.00
160,341,280.00
1,702,072.00
53,152.00
9,479,363.00
2,680,161.00
1,283,000.00
39,975.00
735,488.00
7,522,177.00
69,981,454.00
16,408,899.00
15,778,844.00
2,333,905.00
516,057.00
11,640,829.00
40,527,692.88
1,175,000.00
18,801,165.38
27,040,562.62
22,068,390.70
82,468,759.54
6,233,324.99
3,391,856.50
8,422,993.51
469,192,267.35
33,977,541.03
229,488,232.97
228,490,822.03
1,722,741.45
192,393.95
11,595,782.99
2,685,224.37
2,586,293.24
40,000.76
735,488.00
7,527,634.04
74,961,728.52
17,717,835.22
15,845,613.08
2,390,767.08
576,341.73
12,119,371.77
$377,772,817.59
$51,781,159.80
$24,093,611.96
$1,435,796,094.70 $1,889,443,684.05
Amount:
$ 9,300,475.00
8,422,778.00
2,000,000.00
7,124,144.00
1,175,000.00
125,000.00
643,488.00
253,780.00
1,745,669.00
$ 30,790,334.00
February 1, 2016
Departmental Goals & Objectives
59
The City of Cleveland recently launched, and is executing, formal Strategic Planning processes which cascade
goals down from the Mayor to Divisions, Departments, and employees. The resultant Department goals
Departments are long term (three to five years) in nature. As a result, major modifications are not required on a
yearly basis although continuous tracking, monitoring, and identification of strengths and weaknesses is an
ongoing process to ensure that the City remains on track for goal achievement. For individual employees,
however, this process consists of establishing specific, measurable, achievable, realistic and time-targeted
(S.M.A.R.T) goals to ensure that employee objectives remain aligned with the strategic goals of the City and that
every employee understands how their efforts contribute to the City's success.
To ensure ongoing success, the City developed goals which address the entire scope of City Operations, itemize
where the City is going as an organization and what it intends to accomplish as it progresses along the identified
strategic paths. Management then monitors the progress of City Operations on a continuous basis and takes
corrective action measures where necessary to ensure the efficient use of resources and progress towards goal
achievement.
AGING
Aging and Disability Resource Section
Work with the Ohio Senior Health Insurance Information Program (OSHIIP) and TV 20 to coordinate an
educational session on the Basics of Medicare for Cleveland seniors and adults with disabilities.
Use Social Media outlets to post information about the Aging and Disability Resource Center (ADRC) to
increase awareness of the services offered in the community and to reach adult children with parents in
need of assistance.
Customer Service
Improve the quality of life for Cleveland seniors and adults with disabilities and assist them to maintain
their independence by effectively executing the department's many programs and by developing new
strategies and services as resources permit through.
Participate in the World Health Organization global Network of Age Friendly Cities seeking funds to
develop and conduct the assessment of the citys age friendliness and to develop a plan based on the
assessment findings. This is a two year goal with the assessment being done in 2015 and development
of the plan in 2016.
Efficiency Through Technology

Improve the overall management of Information Technology in the Department of Aging by working
with ITS to create an IT strategic plan which will allow Aging to streamline processes and identify
required IT resources.
Health, Safety, & Wellness

Encourage department staff to achieve and/or maintain safe and healthy lives by conducting two
safety and two health and/or wellness sessions.
Home Repair and Maintenance Section

To successfully increase the capacity of the Chore Program by 100 clients for grass cutting, leaf raking
and snow removal in collaboration with Court Community Service.
To secure and train volunteers to assist with processing applications, for programs such as: The Senior
Community Service Employment Program, The Work Employment Program, The Senior Home Owner
Assistance Program, The Bed Bug Assistance Program and The Cleveland Tree Assistance Program.
Quality Service
Effectively manage city general funds and grant funds, meeting the specific fiscal and reporting
requirements associated with funding across various sources and continue to seek new funding
opportunities.
Social Services Section

Increase staff knowledge of Alzheimer's disease and related disorders through a collaboration with the
Alzheimer's Association in 2015 for training sessions and development of a formalized referral system.
February 1, 2016

60
Develop a working relationship with the new Family Justice Center, located at 75 Erieview Plaza, and a
protocol for referrals to assist Cleveland seniors and /or adults with disabilities visiting the new center
who may benefit from the services offered by the Department of Aging.
BUILDING & HOUSING

Customer Service
To secure a good Quality of Life for the City's citizens and business operators, through measured
continued improvement in 2013 and 2014, Department staff will provide its customers service that
achieves performance standard levels of service targets with aggressive property maintenance
enforcement, significant abatement of nuisance, vacant, distressed properties, timely facilitation of
private investment projects in all city neighborhoods and predictable, consistent implementation of
the Department's regulatory programs.
Efficiency through Technology

More efficient business processes, enhanced productivity and more predictable quality customer
service through the revised business application in the Accela Work Management System.
Maintain an up to date website which is extremely informative, clear, and user friendly to the
Departments customers.
Quality Service
Department staff will be accountable for achieving performance targets resulting in prompt responses
to citizen property inspection requests, follow-up on property maintenance and permit actions,
compliance with nuisance abatement contract and business process specifications, timely reviews of
construction project plans and predictable, consistent administration of the Department's regulatory
programs.
To advance Mayor Jackson's goal of city government operating in a sustainable manner, the
Department will execute specific action steps resulting in more sustainable business processes.
Maintain a high quality, diverse Department staff that is enhanced through the development of
training and employment strategies that seek to attract candidates for positions through the
development of required skills.
CAPITAL PROJECTS
Customer Service
Upgrade and maintain MOCAP website by providing more access to project information to the internal
and external stakeholders.

Implement the newly developed MOCAP Sharepoint program for the whole Department.
Upgrade and maintain MOCAP website by providing more access to project information to the internal
and external stakeholders.
Provide training and mentoring to all Department staff in regards to project delivery reporting and
project delivery methodologies consistent with the recommendations of the nearly completed
efficiency study. Train at least ten (10) Project Managers to the first level of a recognized project
management training program.
Quality Service
Standardize all processes and procedures dealing with project delivery for whole of Department to
better predict outcomes and project delivery.
Implement a Quality Assurance Program for all aspects of project delivery for the whole of Department.
February 1, 2016
61
CITY PLANNING
Healthy Neighborhoods. Ensure that neighborhood planning uses a more heath-centered approach
through the utilization of new tools and methods to regulate design and development.
Service. Ensure that planning services are provided efficiently, promptly, understandably,
professionally and courteously.
Engagement. Utilize high tech, low tech, and no tech means to engage community residents and
stakeholders in all stages of the planning processes
Sustainability. Ensure that sustainable design principles are incorporated into plan development,
design review, and zoning.
Equity. Ensure that equity considerations are infused in development planning approaches.
Connections. Link local transportation & community planning initiatives to city, regional, statewide
and national development efforts.
Collaboration. Work internally, externally and across multiple sectors including public, private,
philanthropic, and non-profit sectors to advance comprehensive approaches to development.
Prosperity. Utilize community planning as a mechanism to create job growth in the city and region,
while connecting all city residents to employment and wealth-building opportunities through quality
transportation options.
Secure and Align Financial Resources. Secure essential financial resources through grants and
strategic partnerships through the aligning of CPC strategies with strategies of potential funders.
Develop Staff Capacity. Continue to develop individual and group (team) capacity for accountability,
communication, collaboration, decision-making, effective action, and leadership.
Enhance & Develop Key Processes, Practices, and Tools. Develop, improve and sustain key 'valueadd' processes, practices, and tools to facilitate consistently effective planning, regulation, advocacy,
and implementation by the CPC and its stakeholders.
Optimize Technology. Optimize use of technology to automate processes, facilitate communications
and connections, manage data, increase access to information, and support organization learning.
Advance CPC Relationship Network. Advance a network of strategic partnerships/alliances and
collaborations essential to the CPC mission.
Promote the CPC Mission. Consistently communicate and promote the CPC Department's message to
the CPC at large, the City of Cleveland Administration, the CPC relationship networks and the Cleveland
community.
Quality Service
Continue to emphasize housing and multi-family renovation with NSP and housing Trust Fund
programs with houses meeting the green building standards.
Successfully integrate the lead hazard control grant into the CD program offerings for improving the
existing housing stock.
CIVIL SERVICE
Customer Service
Explore Options for full online testing application.

Explore automation options for customer online access to all current eligible lists.
Quality Service
Improve the quality of test notification which will result in efficient testing.
February 1, 2016

62
COMMUNITY DEVELOPMENT
Develop a database to better track and monitor development activities and projects.
Land Bank will update its tracking system to account for:
The ordinance that allows for all land bank sales to occur without legislation.
Increase land acquisition due to projected increase in "Board of Revision" and demolition volume.
Continued emphasis in sales for yard expansions.
Quality Service
Complete the tasks/performance to successfully close-out stimulus funded grants that have expired.
Continue to emphasize housing and multi-family renovation with NSP and housing Trust Fund
programs with houses meeting the green building standards.
Successfully integrate the lead hazard control grant into the CD program offerings for improving the
existing housing stock.
COMMUNITY RELATIONS BOARD

Execute community outreach to provide pertinent information to our database of 2,500 unduplicated
e-mail addresses from residents, businesses and community and civic organizations.
Quality Service
Create, develop and provide training and support for 200 street/block clubs, community/
neighborhood associations and call circles.
Conduct 100 safety fairs, resource/information fairs, race relations forums and increase attendance at
police/community relations meetings by 10%.
Customer Service
Conduct 40 youth development and violence prevention seminars, training, work experiences and
community dialogues for 1,250 unduplicated youth and young adults.
Conduct 25 crisis interventions, mediation sessions, outreach and referrals to 600 unduplicated,
formerly incarcerated persons, group member involved (GMI) and/or at-risk youth and young adults.
Execute 44 special events and activities for 3,500 ethnic/multicultural/diverse communities through
partnerships with various organizations.
ECONOMIC DEVELOPMENT
Customer Service
Continue to provide excellent customer service to Cleveland businesses, responding within 2 days of
inquiries.

Implement PORTFOL software to allow accurate tracking of all applicants and incentive recipients to
determine jobs created and retained community benefits and return on investment.
Develop and implement a new business focused website and brand for the City of Cleveland as well as
a social media strategy to advise both residents and businesses about the City's Economic
Development activities and programs.
February 1, 2016
63
FINANCE
Customer Service
To provide transparent financial reporting services that can be utilized by internal and external users to
assist them with operational planning and reporting needs. (Also Efficiency through Technology)

To provide a paperless data warehousing environment through CGI Advantage software system that
contains all the financial data, with appropriate levels of reconciliation, operational, budgetary
performance measures.
To provide transparent financial reporting services that can be utilized by internal and external users to
assist them with operational planning and reporting needs. (Also Customer Service)
Quality Service
To provide professional financial management services and protect the fiscal integrity of the City by
maximizing the collection of revenue, monitoring the efficient allocation and expending of funds
necessary to support municipal operations and judiciously investing public funds.
HUMAN RESOURCES
Customer Service
To deliver quality, uniform and cost effective services to City's employees in the areas of personnel
administration, training, employee and labor relations, and benefits.

To become more efficient through automation (benefits automation, Affordable Care Act, Employee
Self Service, FMLA, records retention and scanning)
Health, Safety, & Wellness

To create wellness programming to enhance employee's overall Physical, mental and financial wellness
and create health care plan designs that reduce to City's healthcare costs.
Quality Service
To become a more strategic partner to the City's departments by ensuring the delivery of quality and
reliable services.
LAW
Customer Service
Increase communication with client departments on the status of legal assistance requests and
litigation.

Explore and implement technology solutions for monitoring the status of the Department's work,
specifically public records and litigation, to further efficiency and accountability.
OFFICE OF EQUAL OPPORTUNITY

Customer Service
Host Quarterly Contractor Meetings
Outreach, communications and information sharing.
Examine strategies for capacity building.

Continue learning report elements under B2GNow and LCP Tracker for greater efficiency in
certifications and compliance.
Continue streamlining and standardizing prevailing wage across the City enterprise.
February 1, 2016

64
Health, Safety & Wellness
Ensure proper safety gear is worn when staff goes on site visits.
Quality Service
Examine strategies to refine the Small Contractor Rotation Program.
Conduct 10 Year Review of C.O. 188, Resident Employment Law.
PORT CONTROL
Customer Service
Annually improve passenger satisfaction ratings compared to benchmark airports. (The benchmark
airports are Cincinnati, Indianapolis, Austin-Bergstrom, Salt Lake City, Columbus, Detroit, Minneapolis,
Dallas-Fort Worth, Boston Logan, and Denver)
Efficiency Through Technology

Implement scheduled IT (Information Technology) Master Plan initiatives
Quality Service
Annually meet prescribed runway clearance times during the snow season
Implement the Cleveland Airport System Mentor Protg Program.
PUBLIC HEALTH
Customer Service
To improve CDPH's services to both internal and external customers through enhanced staff training
and ongoing measurement of customer satisfaction.
To promote the Healthy Cleveland Initiative within all City Departments and throughout Cleveland
communities.

To increase CDPH's ability to effectively address the City's most critical public health issues by utilizing
new technology and/or processes to enhance productivity and efficiency.
Quality Service
To improve the quality of CDPH's programs and services by routinely monitoring performance
indicators and targets - and implementing corrective action plans in response to deficiencies.
To standardize the management, monitoring and oversight of CDPH grants across all Divisions by
instituting monthly and quarterly monitoring of all grants.
To pursue national accreditation status for the Cleveland Department of Public Health.
PUBLIC UTILITIES
Customer Service
DPU will deliver "best-in-class" customer service through efficient and effective operations.

DPU will use its technology investments and implement new technology to become more efficient and
effective in meeting its customer service and operational commitments.
Quality Service
DPU will complete the Mayor's reorganization in order to deliver high quality and reliable service
throughout our service area.
February 1, 2016
65
PUBLIC SAFETY
Customer Service
Each employee within the Department of Public Safety will receive continuing education and training
in the following areas: Customer service focusing on restoring public confidence, quality service that
focuses on personal integrity, professionalism, and fairness
Quality Service
Ensure each employee adheres to all City, Department, and Divisional policies, procedures and orders.
All personnel charged with the duty and responsibility to supervise and manage subordinates shall
receive employee evaluation training (to be provided by EASE@Work through HR).
PUBLIC WORKS
Implement technology to assist with the management and decision making of operations.
Quality Service
Operate and maintain clean, accessible, vibrant public spaces for exploration, relaxation, and exercise,
while connecting culturally diverse venues of sports, entertainment, and educational experience.
Provide consistent quality service, clean neighborhoods and safe right of ways for pedestrians,
motorists, and visitors that make our City a better place to live, work and play.
WORKFORCE DEVELOPMENT
Customer Service
To place 4,000 individuals into jobs during the July, 2013 - June 2014 program year.
90% of placements will be retained in those jobs after 6 months
At least 300 people will receive career technical training.
February 1, 2016
66
Departmental Budgets
February 1, 2016
General Fund
The General Fund supports most basic operations including Police and Fire protection,
Emergency Medical Service, Waste Collection, Recreation, Health Centers, Park
Maintenance, Building and Housing regulation and Municipal Courts. It also includes
support services such as Personnel, Finance and Law. Funding for these activities is derived
from a variety of revenue sources which include taxes, licenses and permits, fines and user
fees. These are described in greater detail in the following section.
The 2016 General Fund budget is comprised of $566.7 million in expenditures. The 2016
proposed revenues are estimated at $525.4 million.
General Fund
General Fund
68
PRELIMINARY 2016 EXPENSES BY DEPARTMENT
The City delivers tax-supported services to its residents in several basic program areas including Safety, Service,
Public Works, Health, and Urban Planning and Development. The following chart shows that well over half of the
General Fund budget (57%) is devoted to Public Safety, with 12% of all funds going to Public Works (including
Waste Collection and the General Fund Operating Transfer to Streets. Only 7% is devoted to support functions
such as financial, legal and personnel administration. Other includes Aging, City Council, Community Relations,
Mayor's Office and Municipal Courts.
General Fund costs, by Department, remain relatively stable from year to year. 2016 expenses include:
Additional Civil Service Testing for Police and Fire exams.
A projected 9% Health Care increase due to the City becoming self-insured in this area.
Additional expenses resulting in the creation of 5 new appropriated divisions which will account for
expenditures pursuant to the Consent Decree.
Cleveland City Council

0.31%
1.30%
2.62%
1.74%
9.70%
6.94%
Judicial Branch
0.21%
0.43%
2.09%
General Government
Aging
2.98%
1.22%
Human Resources
11.97%
Law
Finance
Public Health
Public Safety
Public Works
Building and Housing
58.49%
Subsidies, Other Administrative
Economic Development and Community
Development
In the following pages, financial data is presented for all divisions for comparison with previous years. Staffing
levels are also included for every division. For 2016, the actual numbers of employees on the payroll at year-end
and actual expenditures are presented. In some divisions such as Police, Fire, Streets and Waste Collection where
there is substantial turnover, average staffing levels are used for a more realistic picture. Due to rounding,
numbers in the expenditure detail sections may not add.
February 1, 2016
Expense Summary
General Fund
69
Expense Summary
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
LEGISLATIVE BRANCH
COUNCIL
6,966,887
6,414,472
6,574,836
7,326,653
751,817
11%
20,863,270
21,393,539
21,509,381
23,684,513
2,175,132
10%
JUDICIAL BRANCH
Municipal Court
Clerk of Courts
13,669,712
13,980,695
11,057,504
11,534,408
476,904
4%
Housing Court
3,258,692
3,457,270
3,632,749
4,114,081
481,332
13%
$ 37,791,674
$ 38,831,504
$ 36,199,634
$ 39,333,002
3,133,368
9%
679,426
31%
TOTAL JUDICIAL BRANCH
EXECUTIVE BRANCH
GENERAL GOVERNMENT
Office of the Mayor
2,313,421
2,409,676
2,199,061
2,878,487
Office of Capital Projects
4,360,004
4,472,245
4,838,106
5,380,959
542,853
11%
Landmarks Commission
187,804
142,109
105,384
211,221
105,837
100%
Building Standards and Appeals
126,951
127,101
128,265
139,614
11,349
9%
Zoning Appeals
208,423
232,068
228,517
235,910
7,393
3%
Civil Service Commission
1,185,383
774,341
676,482
1,453,301
776,819
115%
Community Relations Board
1,079,582
1,287,457
1,305,827
1,288,133
(17,694)
-1%
City Planning Commission
1,403,292
1,561,820
1,532,913
1,664,543
131,630
9%
5,257
5,253
5,246
5,352
106
2%
Office of Equal Opportunity
473,336
506,499
631,233
673,928
42,695
7%
Office of Budget & Management
674,632
687,823
814,695
892,047
77,352
9%
TOTAL GENERAL GOVERNMENT
$ 12,018,085
$ 12,206,392
$ 12,465,729
$ 14,823,495
2,357,766
19%
DEPARTMENT OF AGING
1,019,176
1,024,315
1,039,410
1,173,863
134,453
13%
DEPARTMENT OF HUMAN
RESOURCES
1,956,921
2,078,936
2,042,731
2,440,965
398,234
19%
DEPARTMENT OF LAW
9,591,308
$ 11,429,871
$ 11,821,850
(1,475,330)
-11%
Boxing & Wrestling Commission
$ 13,297,180
February 1, 2016
General Fund
Expense Summary
70
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
DEPARTMENT OF FINANCE
Director's Office
1,002,145
1,004,958
1,081,612
1,254,826
173,214
16%
Accounts
1,826,560
1,760,499
2,038,015
2,062,394
24,379
1%
Assessments & Licenses
3,104,137
2,809,299
3,285,704
3,818,377
532,673
16%
Treasury
571,443
721,440
658,396
780,692
122,296
19%
Purchases & Supplies
621,965
594,747
696,150
718,159
22,009
3%
Bureau of Internal Audit
626,545
794,024
822,293
1,294,326
472,033
57%
Financial Reporting & Control
1,108,172
1,018,289
1,120,385
1,382,318
261,933
23%
Information Technology Services
3,111,702
3,204,194
4,528,476
5,549,145
1,020,669
23%
$ 11,972,669
$ 11,907,450
$ 14,231,031
$ 16,860,237
2,629,206
18%
194,725
18%
TOTAL FINANCE
DEPARTMENT OF PUBLIC HEALTH

Director's Office
947,522
1,052,490
1,104,082
1,298,807
2,762,592
3,240,089
3,377,182
3,807,019
429,837
13%
Environment
956,812
997,264
1,470,098
1,351,980
(118,118)
-8%
Air Quality
389,794
415,285
399,227
416,273
17,046
4%
Health
TOTAL PUBLIC HEALTH
5,056,720
5,705,128
6,350,589
6,874,079
523,490
8%
3,930,666
4,732,144
5,335,911
5,298,699
(37,212)
-1%
DEPARTMENT OF PUBLIC SAFETY

Director's Office
174,664,787
174,585,152
179,374,000
190,736,623
11,362,623
6%
Fire
85,362,544
84,839,753
88,923,387
87,039,122
(1,884,265)
-2%
Emergency Medical Service
21,834,731
21,858,606
22,979,538
24,952,593
1,973,055
9%
1,331,746
1,454,979
1,454,980
1,522,099
67,119
5%
13,951,227
12,326,464
11,717,254
14,486,406
2,769,152
24%
Office of Professional Standards
878,008
878,008
0%
Police Review Board
91,368
91,368
0%
Community Police Commission
755,210
755,210
0%
Police Inspector General
148,760
148,760
0%
Department of Justice
5,530,955
5,530,955
0%
$ 301,075,701
$ 299,797,098
$ 309,785,070
$ 331,439,843
21,654,773
7%
Police
Animal Care and Control

Correction
TOTAL PUBLIC SAFETY
February 1, 2016
Expense Summary
General Fund
2013
Actual
DEPARTMENT OF PUBLIC WORKS

Division of Public Works
$
Administration
2,878,570
2014
Actual
2,854,231
2015
Unaudited
3,178,215
2016
Budget
3,423,573
$
Change
71
%
Change
245,358
8%
11,525,967
11,716,656
11,767,849
12,269,754
501,905
4%
Parking Facilities
1,130,199
1,126,125
1,185,597
1,244,531
58,934
5%
Property Management
8,139,834
7,564,768
7,598,951
7,764,389
165,438
2%
Parks Maintenance & Properties
12,650,844
13,458,794
13,612,345
14,077,504
465,159
3%
Division of Waste Disposal
24,413,343
24,934,969
24,731,873
25,336,455
604,582
2%
3,088,321
3,320,469
3,265,880
3,689,731
423,851
13%
TOTAL PUBLIC WORKS
$ 63,827,078
$ 64,976,012
$ 65,340,710
$ 67,805,937
2,465,227
4%
DIRECTOR'S OFFICE
172,206
238,217
270,209
303,015
32,806
12%
2,385,308
1,897,077
1,982,901
2,167,020
184,119
9%
Recreation
Division of Traffic Engineering
DEPARTMENT OF BUILDING & HOUSING

Director's Office
Code Enforcement
5,440,730
5,514,946
5,625,085
6,200,779
575,694
10%
Construction Permit
1,209,874
1,245,606
1,325,065
1,478,466
153,401
12%
TOTAL BUILDING & HOUSING
9,035,912
8,657,629
8,933,051
9,846,265
913,214
10%
1,455,858
1,538,408
1,487,949
1,717,892
229,943
15%
1,123,642
1,982,226
977,098
1,725,000
747,902
77%
NON-DEPARTMENTAL
County Auditor Deductions
Other Administrative
22,848,917
20,796,605
16,008,280
22,463,073
6,454,793
40%
Subsidies to Other Funds
29,682,280
29,571,929
29,862,159
30,790,334
928,175
3%
TOTAL NON-DEPARTMENTAL
$ 53,654,839
$ 52,350,760
$ 46,847,537
$ 54,978,407
8,130,870
17%
TOTAL EXECUTIVE BRANCH
$ 449,514,338
$ 448,736,738
$ 456,931,111
$ 494,458,365
37,527,254
8%
TOTAL GENERAL FUND
$ 515,595,034
$ 517,156,192
$ 524,865,666
$ 566,745,503
41,879,837
8%
February 1, 2016
General Fund
Staffing Summary
72
Staffing Summary
2013
Staff
2014
Staff
2015
Actual
2016
Budget
HC
Change
%
Change
LEGISLATIVE BRANCH
COUNCIL
62
58
60
62
3%
Municipal Court
253
249
253
276
23
9%
Clerk of Courts
153
150
156
188
32
21%
Housing Court
41
46
48
50
4%
447
445
457
514
57
12%
Office of the Mayor
25
22
21
27
29%
47
50
54
55
2%
100%
Building Standards and Appeals
0%
Zoning Appeals
0%
14%
12
14
18
16
(2)
-11%
15
18
18
18
0%
Boxing & Wrestling Commission
0%
13%
Office of Budget & Management
13%
127
133
138
147
7%
DEPARTMENT OF AGING
10
10
10
10
0%
DEPARTMENT OF HUMAN RESOURCES
17
16
15
17
13%
DEPARTMENT OF LAW
74
75
69
77
12%
JUDICIAL BRANCH
EXECUTIVE BRANCH
GENERAL GOVERNMENT
February 1, 2016
Staffing Summary
General Fund
2013
Staff
2014
Staff
2015
Actual
2016
Budget
HC
Change
73
%
Change
Director's Office
11
12
9%
Accounts
17
15
16
17
6%
Assessments & Licenses
29
29
30
33
10%
Treasury
17%
Purchases & Supplies
10
10
11%
17%
Financial Reporting & Control
11
11
13
15
15%
Information Technology Services
17
17
24
34
10
42%
TOTAL FINANCE
99
103
115
135
20
17%
11
38%
Health
28
29
28
30
7%
Environment
11
11
10
15
50%
0%
48
50
47
57
10
21%
35
44
42
39
(3)
-7%
1,474
1,527
1,486
1,520
34
2%
Civilian
228
223
224
253
29
13%
Fire-Uniform
773
743
741
743
0%
0%
252
237
231
261
30
13%
15
15
16
16
0%
128
129
122
151
29
24%
10
10
0%
Police Review Board
10
10
0%
0%
0%
0%
Civilian
0%
2,914
2,925
2,870
3,029
159
6%

Director's Office
Air Quality
TOTAL PUBLIC HEALTH

Director's Office
Police-Uniform
Civilian
Emergency Medical Service
Animal Care and Control
Correction
TOTAL PUBLIC SAFETY
February 1, 2016
General Fund
Staffing Summary
74
2013
Staff
2014
Staff
2015
Actual
2016
Budget
HC
Change
%
Change

Division of Public Works Administration
37
38
35
39
11%
Recreation
99
93
94
105
11
12%
Parking Facilities
20
19
18
21
17%
Property Management
72
73
67
74
10%
Parks Maintenance & Properties
99
96
98
108
10
10%
194
181
166
222
56
34%
29
29
31
33
6%
550
529
509
602
93
18%
100%
Director's Office
22
21
21
23
10%
Code Enforcement
78
75
71
85
14
20%
Construction Permit
15
17
17
19
12%
115
113
109
127
18
17%
19
16
16
19
19%
3,777
3,771
3,697
4,006
309
8%
TOTAL GENERAL FUND
4,485
4,477
4,417
4,800
383
9%
Division of Waste Disposal

TOTAL PUBLIC WORKS
DIRECTOR'S OFFICE
DEPARTMENT OF BUILDING & HOUSING
TOTAL BUILDING & HOUSING
February 1, 2016
General Fund
75
PRELIMINARY 2016 SOURCES OF REVENUE

Although the City typically projects revenues conservatively, resulting in projected expenses exceeding revenues,
the final budget is required by state law to be balanced. Since 2008, global recession and State budget cuts have
resulted in a loss of $17 million property tax and an additional $27 million loss of the Local Government Fund. It
should be noted here that the final 2016 GF Budget will be slightly different from the preliminary numbers
presented in this plan due to the timing of the final budget reconciliation process with City Council.
The City's Income Tax is the largest source of revenue for the General Fund. It is generated by a 2% tax on wages
and earnings, not only of Cleveland residents but also non residents working within the City. Of total collections,
88.9% flows to the General Fund while the remainder is placed in a Restricted Income Tax Fund to be used for debt
service payments and capital expenditures. Because the Income Tax makes up such a large proportion of the
General Fund, the amount of financial resources available to provide City services is directly related to the health
of the local economy.
The second largest General Fund revenue source is generated by County property tax collections. Cuyahoga
County will fully reappraise all property values in (required every six years) 2018.
2.76%
7.51%
6.60%
Charges For Services
0.08%
2.99%
Grant Revenue
5.87%
Licenses & Permits
2.55%
Miscellaneous
5.89%
Other Shared Revenue (Casino, Sin Tax,

Etc.)
Property Tax
4.78%
Local Government Fund
1.04%
Transfers In
59.93%
Income Tax
Other Taxes (Admissions, Parking, Etc.)
Charges for Services: Medical transport billing, waste collection fees, and other recoverable fees.
Fines, Forfeitures & Settlements: Receipt of criminal fines and court costs from convictions of
misdemeanor, felony offenses, camera enforcement program, parking, and non waiverable traffic
violations. Revenues from fines and forfeitures include collections from parking violations and court
levied civil and criminal fines. This revenue is directly related to the number of parking and moving
violations issued by the City and court fines and costs.
Grant Revenue: Reimbursements from grants that provide funding for program support.
February 1, 2016
General Fund
76
Licenses & Permits: Receipts for City inspections, food handled, business licenses, and zoning
and permit fees. This includes sales and charges for service which are charged to users of City
services. Examples are fees for emergency medical service, medical care at the City's health centers
and copies of birth and death certificates, and various miscellaneous sources, central service costs
and expenditure recoveries are part of this category. The City has also implemented a Waste
Collection Fee $8.75 per household.
Miscellaneous: Reimbursement from Port Control for Cleveland Police detail at airport. Charge
backs by Parks Maintenance for maintenance services performed at various vacant lots located
throughout the city, i.e. rubbish removal, grass cutting, tree trimming, snow removal, cleaning and
washing equipment, and other services as needed. Refunds, inspection fees, charges for return of
NSF checks. Also included are Expenditure Recoveries, Cost Allocation Plan recovery, and Grant
Indirect Costs.
Other Shared Revenue:
Casino: Ohio Casinos are taxed at a rate of 33 percent on Gross Casino Revenue. The state then
disburses te tax revenue to the following funds: 51% to the Host City Fund, 3% each to the Ohio
State Racing Commission/Ohio Casino Control Commission and 2% each to the Law Enforcement
Training Fund/Problem Gambling and Addictions Fund. The City then distributes 85% to the
General Fund and 15% to a Special Fund for Council.
Cigarette & Liquor Tax:
The Cigarette tax is a County tax administered by the State, and distributed back to the Counties,
then to the City based on the volume of cigarette licenses sold to dealers and tax stamps purchased
to be affixed to individual packages. The state excise tax on cigarettes is now $1.25 per pack.
Liquor tax is a County occupational license tax imposed on the privilege of engaging in the alcohol
beverage business in Ohio. Businesses such as convenience stores, taverns, etc must obtain a license
from the state to, dispense alcoholic beverages. A portion of these license fees are then remitted
back to the City from the state.
Commercial Activity Tax (CAT): This is a State assessed tax enacted when Tangible Property Tax
was repealed. Businesses with receipts of $150,000 - $1 million will pay a minimum tax of $150.
Businesses with receipts of less than $150,000 are not subject to the CAT.
Estate Tax: Inheritance Tax is a State tax through Cuyahoga County to the City. The taxable estate
equals the value of the gross estate less allowable deductions. 64% of the revenue received is
distributed back to the municipal corporation of origin. Estate Tax was eliminated in 2014.
Other: Miscellaneous category including Special projects, Economic Development shared
projects, Grant paybacks, other reimbursements for provided services.
Property Tax Subsidy: This is a replacement for the Homestead Rollback, 10% Real Property and
2.5% owner occupied Real Property.
February 1, 2016
General Fund
77
Other Taxes: Includes both locally and state collected sources. Locally, the City receives
Admission Tax for most entertainment events scheduled in the City as well as a tax on the leasing
of motor vehicles. Both of these taxes were previously increased as part of an overall funding plan
for the reconstruction/rebuilding of Cleveland Municipal Stadium. The Motor Vehicle Lessor Tax
was raised from $4 to $6 per transaction as of August 1, 1996. The State distributes a portion of
Estate, Liquor and Cigarette taxes to their municipality of origin. Estate Tax has been eliminated
by the State of Ohio effective 2014.
Admission Tax: Increased from 6% to 8% effective January 1, 1997, receipts are on ticket sales for
entertainment events held within the city.
Electric Excise Tax: Excise Tax is revenue derived from a fee paid to a municipality from a
franchisee for "rental" or "toll" for the use of city streets and rights-of-way. In consideration of the
cost incurred to construct, install, operate, or provide services using facilities in the public rightsof-way.
Hotel Tax: An excise tax of three percent (3%) on transactions by which lodging is or is to be
furnished by a hotel to transient guests.
Motor Vehicle Lessor Tax: Tax on Rental Cars
Parking Tax: 8% Commercial parking tax assessment
Property Taxes: Property is assessed at 35% of its appraised value. Receipts are classified into four
categories; General Fund, Bond Retirement, Police Pension and Fire Pension monies. All monies
are deposited into the General Fund except Bond Retirement monies, which belong to Debt
Service. Distribution is as follows:
Commercial/ Industrial:
Schools: 60.12%
Cleveland: 12.70%
County: 19.83%
Library: 6.45%
Residential:
Schools: 52.43%
Cleveland: 12.70%
County: 20.01%
Library: 6.33%
February 1, 2016
General Fund
78
Sale of City Assets: All receipts from the sale of City assets which include property and
equipment disposal, (i.e. scrap metal value or auction of vehicles and equipment).
State and Local Government Fund: Local Government fund is a state of Ohio revenue sharing
program established in 1934 in which cities share in the collection of the state income, sales,
public utility excise tax, and corporate franchise taxes. The distribution basis is a function of
population and property tax values. The basis was collectively reduced by 50% by the State of
Ohio. These funds are distributed in two ways nine-tenths (90%) to counties divided among all
towns, villages and municipalities, and one-tenth directly to cities which collect an income tax.
Transfer In: Income from land sales at Chagrin Highlands and Economic Development.
Income Tax: The city income tax rate is 2% of all wages and business profits.
Investment Income: Receipts from Interest earned on Investments of comingled funds, including
Treasury Notes, Treasury Bills, certificates of Deposit, and Repurchase Agreements.
Other Revenue Terms:
Certificate of Estimated Resources: An original Certificate of Estimated Resources, received
from the County Auditor, is based on an estimate of the year-end unencumbered balances and the
estimated revenues for the upcoming calendar year as reflected on the tax budget. An amended
certificate of estimated resources is received, by the City, after the tax rate resolution and the
unencumbered balances/revised revenue estimates are certified to the County.
Mills: Local Property tax rates are always computed in mills. One mill costs the property owner
$1.00 for every $1,000 of assessed valuation each year. In our example, the $100,000 will produce
$35 in tax revenue for each mill.
In Ohio, millage is referred to as "inside" millage and "outside" millage. Inside millage is the millage
provided by the Constitution of the State of Ohio and is levied without the vote of the people as
established very early in the State's history. The inside millage rate is limited to ten mills in each
political subdivision. Public schools, cities, counties and other local governments are allocated a
portion of the ten inside mills.
February 1, 2016
Revenue Summary
General Fund
79
Revenue Summary
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
CHARGES FOR SERVICES

FINES, FORFEITURES &
SETTLEMENTS
32,953,693
33,418,201
31,394,720
34,665,957
3,271,237
10%
20,173,616
23,732,685
15,690,781
14,490,126
(1,200,655)
-8%
GRANT REVENUE
2,903,228
1,774,132
385,566
416,666
31,100
8%
LICENSES & PERMITS
13,521,438
13,105,597
16,684,115
15,678,132
(1,005,983)
-6%
MISCELLANEOUS
24,746,993
25,971,312
24,633,784
28,145,666
3,511,882
14%
101,701
101,701
50,850
(50,850)
-100%
OTHER SHARED REVENUE

CAT Tax
3,278,128
3,253,689
3,208,865
3,155,148
(53,717)
-2%
779,048
766,204
805,672
805,000
(672)
0%
Estate Tax
3,453,044
735,799
229,749
50,000
(179,749)
-78%
Casino
9,605,294
9,615,799
9,207,093
9,324,477
117,384
1%
27,162
32,553
23,017
16,000
(7,017)
-30%
$ 17,244,378
$ 14,505,745
$ 13,525,248
$ 13,350,625
(174,623)
-1%
PROPERTY TAX
32,704,946
32,337,803
32,683,852
30,931,945
(1,751,907)
-5%
SALE OF CITY ASSETS

STATE AND LOCAL
GOVERNMENT FUND
560
1,043,656
315,594
2,500,000
2,184,406
692%
28,180,328
25,021,013
26,579,767
25,093,082
(1,486,685)
-6%
TRANSFERS IN
2,443,862
11,329,409
5,446,498
5,416,592
(29,906)
-1%
INCOME TAX
$ 300,647,900
$ 297,124,281
$ 308,946,752
$ 314,800,000
5,853,248
2%
INVESTMENT INCOME
466,980
454,363
445,624
430,000
(15,624)
-4%
12,052,037
12,289,312
14,826,393
14,500,000
(326,393)
-2%
Property Tax-State Subsidy

Cigarette & Liquor Tax
Other
OTHER TAXES
Admission Tax
2,761,621
2,830,808
3,088,390
3,000,000
(88,390)
-3%
12,040,957
11,818,964
12,990,239
12,900,000
(90,239)
-1%
Electric Excise Tax
6,081,259
3,300,471
3,068,039
3,000,000
(68,039)
-2%
Hotel Tax
4,735,351
5,141,242
6,046,548
6,022,500
(24,048)
0%
39,232
34,352
31,389
30,000
(1,389)
-4%
$ 37,710,457
$ 35,415,150
$ 40,050,997
$ 39,452,500
(598,497)
-1%
$ 513,698,377
$ 515,233,348
$ 516,783,298
$ 525,371,291
8,587,993
2%
Motor Vehicle License Tax

Parking Tax
Other
TOTAL RECEIPTS
February 1, 2016
General Fund
80
General Government
COUNCIL AND CLERK OF COUNCIL
Kevin J. Kelley, Council President
Patricia J. Britt, Clerk Of Council
Council
General
andGovernment
Clerk of Council
The legislative powers of the City of Cleveland are vested in the Cleveland City Council, except for those powers
reserved to the people by Charter. Council has authority, expressly conferred by the Charter, to divide the City into
wards, determine Council meeting dates, elect a President and choose a Clerk. The Council, the Mayor and any
person or Committee authorized by the Council or the Mayor, have the power to inquire into the conduct of any
department, office, officer or employee of the City, and to investigate City matters of concern.
The City Council meets at 7:00 p.m. every Monday, except that Council meets once in July and once in August, on
a day and time set by the Council. All Council meetings are held in the Council Chambers of City Hall. Various
Council Committee meetings are held during the week to discuss in detail, all legislation to be approved,
amended or disapproved by the Council. Special Council meetings may be called by the President at any time,
with proper public notice.
The City Clerk/Clerk of Council ("the Clerk") is custodian of all Council records as well as any other city documents
as may be required by ordinance. The Clerk is the editor of the City Record, a publication containing all
transactions and proceedings of the Council, all legal advertising of the City as well as other information related to
City affairs. The Clerk must keep a proper file of all papers and documents which are part of the transactions of
the Council or of Council committee meetings and must keep attendance records of all such Council meetings
and committees. Further, the Clerk must make all public records available for public inspection. The Clerk is
empowered to authenticate records with her/his official signature and seal.
Members and staff of Council and the Clerk perform several specialized activities such as:
Research on a variety of local and global issues impacting the City;
Policy analysis and development to address the issues of various constituencies through legislation/
legislative process;
Communications that serve to link the Council with the public;
Legislative services that oversee the process of writing and passing laws, and preparation of public
resolutions of congratulations, commemoration, commendation, appreciation and welcome;
Financial oversight and reporting to keep Council informed of the overall fiscal condition of the City;
and
Archiving of Council and City documents; collecting and maintaining historical and current data about
the City of Cleveland; responding to local, national and international information requests.
February 1, 2016
General Government
General Fund
81
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
2,260,013
2015
Unaudited
2,217,731
2016
Budget
2,259,841
2,314,127
5,208
1,450,467
1,306,269
1,424,124
1,372,261
Part-Time Permanent
86,161
87,495
122,107
101,872
Longevity
13,925
14,950
14,375
20,800
Separation Payments
87,374
75,132
2,122
60,000
Elected Officials
Benefits
Hospitalization
3,897,940
3,706,785
3,822,569
3,869,060
456,538
441,019
505,080
514,833
Flex Save Admin Fees
490
113,577
98,194
114,781
117,154
35,046
29,613
27,202
27,624
3,587
3,115
2,946
3,420
522,284
521,035
532,900
536,740
Fica-Medicare
49,924
49,795
52,065
53,341
Workers' Compensation
50,613
49,773
42,334
40,758
2,595
2,363
2,339
2,880
14,117
5,852
15,000
Prescription
Dental
Vision Care
Public Employees Retire System
Life Insurance
Unemployment Compensation
Other Training & Professional Dues
Travel
1,234,655
1,209,024
1,285,499
1,311,750
44,909
37,281
52,559
53,796
Tuition & Registration Fees

Professional Dues & Subscript
Utilities
Steam
Contractual Services
Professional Services
33,390
22,500
32,279
4,849
3,386
3,598
9,217
80,518
74,057
78,657
95,292
11,887
22,774
26,157
26,942
11,887
22,774
26,157
26,942
433,200
575,310
575,682
646,112
Court Reporter
Expense Account Reimbursement
Freight Expense
Advertising And Public Notice
Parking In City Facilities
Insurance And Official Bonds
$
30,760
334
139,557
132,142
118,247
244,800
1,034
658,148
296,641
254,268
662,650
26,765
42,129
40,946
32,500
100
100
1,257,670
1,047,590
989,243
1,586,162
February 1, 2016
General Fund
82
General Government
Expenditures (Continued)
2013
Actual
Office Supplies
Postage
2014
Actual
15,770
2015
Unaudited
11,468
13,850
2016
Budget
13,400
289,620
200,495
200,301
259,403
13,710
12,751
16,130
12,000
Just In Time Office Supplies
4,730
4,820
7,482
5,000
Misc Maintenance Supplies
436
Food
Maintenance
Maintenance Office Equipment
Interdepart Service Charges
Charges From Telephone Exch
323,830
229,534
238,199
289,803
2,084
4,533
860
5,000
2,084
4,533
860
5,000
30,353
41,475
49,510
50,127
Charges From Print & Repro
77,807
40,744
47,384
51,979
Charges From Central Storeroom
50,143
37,955
36,759
40,538
158,303
120,175
133,653
142,644
6,966,887
6,414,472
6,574,837
7,326,653
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
45,446
46,888
2,077
200
45,446
46,888
2,077
200
Council and Clerk of Council

Expenditures by Appropriation
$ (000)
8000.
7000.
670 - Intrdept Chg
6000.
650 - Maintenance
640 - Materials
5000.
630 - Contractual
4000.
625 - Utilities
3000.
620 - Oth Trng

515 - Benefits
2000.
510 - Salaries
1000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
83
COMPARISON OF STAFFING LEVEL
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
ADMINISTRATORS & OFFICIALS

1
Clerk of Council
42,865.60
106,865.05
Council President
86,259.22
86,259.22
16
16
16
Councilman
76,259.21
76,259.21
Director of Communication
24,974.46
79,830.83
Director of Policy Research
24,974.46
79,830.83
20
20
20
ADMINISTRATIVE SUPPORT
1
Council Receptionist
20,800.00
47,898.49
16
16
16
Executive Assistant Council
20,800.00
46,359.00
Executive Assistant Council President
24,975.00
46,359.00
18
18
18
PROFESSIONALS
1
Administrative Secretary
20,800.00
75,668.09
Chief City Archivist
21,851.06
79,830.83
Chief Legislative Secretary
21,851.06
79,830.83
Deputy City Archivist
20,800.00
75,688.09
Deputy Clerk
21,851.06
73,469.32
Executive Assistant-Clerk of Council
24,974.46
79,830.83
Financial Assistant
20,800.00
47,898.49
Financial Officer
20,800.00
75,688.09
Information & Technology Administrator
21,851.06
75,688.09
Legislative Assistant
20,800.00
63,864.66
Legislative Committee Clerk
20,800.00
63,864.66
Personnel/Human Resources
21,851.06
79,830.83
Planning and Development Advisor
55,000.00
79,565.97
Policy Research Analyst
21,851.06
75,688.09
Public Relations Manager
21,851.06
79,830.83
Special Counsel
41,416.04
85,249.26
21
19
21
February 1, 2016
General Fund
General Government
84

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
NON EEO REPORTING

1
60
58
60
Executive Assistant-Admin/Council
24,974.46
79,830.83
TOTAL FULL TIME
PART TIME
1
Legislative Assistant
20,800.00
63,864.66
Special Counsel
41,416.04
85,249.26
TOTAL PART TIME
62
60
62
TOTAL DIVISION
February 1, 2016
General Government
General Fund
OFFICE OF THE MAYOR
85
Frank G. Jackson, Mayor

Office of the Mayor
The Mayor serves as Chief Executive Officer and Ex Officio President of the board of Control for the City. The
Mayors staff provides supervision and management assistance to City-funded neighborhood projects and City
service operations.
Also, the Mayors staff informs the Mayor on the operational status of various service programs and provides
feedback on inquires of members of Council and other government agencies, citizens, and the business
community on programs that directly affect them.
PROGRAM NAME:
OBJECTIVES:
GOVERNMENT AND INTERNATIONAL AFFAIRS

To promote, develop and maintain working partnerships with all international, federal, state,
county, local government, and other external agencies on behalf of the city and oversee
interaction and coordinate with Cleveland City Council.
ACTIVITIES:
Establish and maintain relationships with international dignitaries, delegations or visitors;

coordinate activities with international delegations; serve as liaison to local, state, and federal
elected officials; monitor legislative activity and advise on legislative matters; state, county
and local government relations; monitor Jackson Administration's appointments to internal
and external boards and commissions.
PROGRAM NAME:
OBJECTIVES:
MAYORS ACTION CENTER

To handle complaints and inquiries received from the public in writing, by telephone, by email, or from walk-in visitors.
ACTIVITIES:
Refer complaints to the appropriate Department and respond to the citizen within ten (10)
days. Follow-up to ensure prompt corrective action when necessary.
PROGRAM NAME:
OBJECTIVES:
OFFICE OF COMMUNICATIONS
To inform the citizens, city employees, the business community, the media, and all
constituents of the Mayors policies, issues confronting the executive branch of City
government and the availability of city services. To coordinate ceremonial functions and
special events and to promote the Mayors initiatives.
ACTIVITIES:
Communicate with local, regional and national media; coordinate mayoral communications
to the general public and employees via electronic communication; manage the Citys cable
access television station and photographic bureau; research issues and create special
documents, publications and speeches as needed; manage event requests for mayoral
scheduling and create Mayoral ceremonial and presentation documents as needed.
February 1, 2016
General Fund
86
General Government
OFFICE OF THE MAYOR
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Elected Officials
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
1,531,142
2015
Unaudited
1,568,219
2016
Budget
1,414,752
1,921,868
136,758
140,995
140,889
140,889
14,237
14,840
35,698
50,000
5,375
7,225
4,500
4,725
187
187
7,071
31,310
6,689
20,000
55
1,694,585
1,762,776
1,602,770
2,137,482
189,331
198,141
195,169
227,345
110
Prescription
40,551
37,582
36,960
43,586
Dental
13,471
13,081
11,244
12,960
1,416
1,286
1,079
1,422
228,469
243,205
222,859
301,695
Fica-Medicare
24,154
25,118
22,795
28,639
22,617
21,638
20,035
16,767
1,022
990
842
1,134
Vision Care
Life Insurance
Travel
521,141
541,041
510,982
633,548
11,983
15,564
12,825
15,000
1,300
2,270
1,580
4,000
5,449
6,349
5,755
5,700
18,732
24,183
20,160
24,700
468
514
110
2,656
Mileage (Private Auto)
377
296
407
500
600
198
368
500
250
250
Other Contractual
99
99
Security Services

Computer Supplies
1,043
1,277
865
4,506
15
1,500
Food
326
968
555
1,000
Special Events Supplies
3,000
3,838
6,350
6,250
3,849
7,200
4,350
7,000
February 1, 2016
7,176
12,006
11,270
15,750
General Government
General Fund
OFFICE OF THE MAYOR
87
2013
Actual
24,731
25,419
2015
Unaudited
23,686
2016
Budget
23,981
22,584
28,870
21,005
23,041
7,516
4,225
4,605
5,079
15,913
9,878
3,718
10,400

Charges From M.V.M.
2014
Actual
70,744
68,393
53,014
62,501
2,313,421
2,409,676
2,199,062
2,878,487
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
20,285
23,537
101
20,285
23,537
101
Office of the Mayor

$ (000)
3000.
2500.
670 - Intrdept Chg
640 - Materials
2000.
630 - Contractual
1500.
620 - Oth Trng

515 - Benefits
1000.
510 - Salaries
500.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
General Government
88
OFFICE OF THE MAYOR
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

6
Executive Assistant to the Mayor
50,795.81
182,067.01
Mayor
132,775.20
132,775.20
Secretary to the Mayor
50,795.78
183,340.00
19
14
19
Special Assistant to the Mayor
20,800.00
112,639.75
27
21
27
TOTAL FULL TIME
20,800.00
112,639.75
PART TIME
1
TOTAL PART TIME
28
23
29
TOTAL DIVISION
February 1, 2016
General Government
General Fund
OFFICE OF CAPITAL PROJECTS
89
Matthew L. Spronz, Director

Mission Statement
To provide for the planning, designing, construction, and preservation of the city of Cleveland's
facilities and infrastructure through: collaborative comprehensive planning; leadership in
management; excellence in sustainable design and technical expertise and; quality
construction based on fair administration, integrity and professionalism.
Ordinance No. 1332-10, passed November 22, 2010, established the Office of Capital Projects. In the Office of
Capital Projects there are 4 divisions; the Division of Administration, the Division of Engineering and Construction,
the Division of Architecture and Site Development and the Division of Real Estate.
The Office of Capital Projects administers the Capital Improvement Program (CIP) for the city. Activities include
evaluating requests to lease, expand, vacate, alter, remodel or construct city owned space, land, facilities and
infrastructure; recommending priorities for capital projects, based on linkage to citywide plans and condition
assessments; providing direct oversight for major capital projects; developing and implementing standards for
facilities and infrastructure to assure safe, sustainable, efficient design and construction of the city's assets.
February 1, 2016
General Fund
90
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
2,721,842
2015
Unaudited
2,730,897
2016
Budget
3,117,002
3,385,310
118,565
126,873
102,369
130,000
19,875
21,550
21,225
19,200
44
470
92,256
71,282
30,596
8,626
20,284
3,068
10,000
2,961,163
2,970,930
3,274,730
3,544,510
411,517
417,444
502,715
569,207
303
Prescription
85,968
80,496
101,091
117,937
Dental
29,941
28,504
28,374
31,668
2,847
2,723
2,777
3,360
385,718
404,156
450,066
496,707
Fica-Medicare
39,536
40,049
44,384
50,575
49,060
39,690
33,830
34,318
Life Insurance
1,894
1,832
1,889
2,640
Clothing Allowance
3,420
4,220
4,340
10,560
Clothing Maintenance
1,050
1,350
1,350
3,450
Vision Care

Travel
1,011,254
1,020,464
1,170,817
1,320,422
2,423
3,157
4,362
2,800
3,750
3,515
6,095
5,000
8,436
6,277
8,904
8,650
14,609
12,950
19,361
16,450
122,810
133,549
121,000
114,100
2,971
3,077
6,742
5,000
683
3,445
1,285
1,500
Appraisal Fees
500
13,900
2,500
6,000
11,580
14,462
14,321
13,000
149,495
92,297
142,232
250,000
Equipment Rental
1,000
Other Contractual
624
114,316
644
500

Taxes
February 1, 2016
288,662
375,046
288,724
391,100
General Government
General Fund
91
2013
Actual
Office Supplies
2014
Actual
115
2015
Unaudited
2,522
2016
Budget
302
2,800
Postage
20
Computer Supplies
550
1,000
Computer Hardware
144
Computer Software
1,495
15,553
4,000
1,888
2,000
3,000
Other Supplies
500
Bridge Maintenance Supplies
5,000
Safety Equipment
5,195
5,000
4,389
10,423
5,711
9,300
Small Equipment

Maintenance
8,504
22,218
23,586
26,600
686
465
1,000
Computer Software Maintenance
24,702
18,040
7,700
24,000
480
Car Washes
Claims, Refunds, Maintenance
Judgements, Damages, & Claims
25,388
18,520
8,165
25,000
1,371
1,371
8,710
9,083
11,256
11,396
Charges From Radio Comm System

1,463
2,415
1,234
2,225
24,402
26,481
29,288
32,129
471
629
659
727
13,412
13,511
10,285
10,400
595

Charges From M.V.M.
Charges From Waste Collection
$
49,053
52,118
52,723
56,877
4,360,004
4,472,245
4,838,107
5,380,959
Revenues
2013
Actual
Licenses & Permits

Miscellaneous
Sale Of City Assets
$
2014
Actual
14,968
25,551
2015
Unaudited
$
2016
Budget
18,154
69,935
47,370
65,268
47,000
1,236,316
1,252,575
1,227,932
1,200,300
560
25,086
1,321,779
1,350,582
1,311,353
1,247,300
February 1, 2016
General Fund
92
General Government
$ (000)
6000.
670 - Intrdept Chg
5000.
660 - Claims
650 - Maintenance
4000.
640 - Materials
3000.
630 - Contractual
620 - Oth Trng
2000.
515 - Benefits
510 - Salaries
1000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
93
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Director
36,590.39
146,639.64
Commissioner of Real Estate
40,314.82
125,582.86
50,795.81
182,067.01
20,800.00
112,639.75
Superintendent of Sidewalks
22,333.40
65,528.58
2
Administrative Officer
20,800.00
58,499.94
Junior Personnel Assistant
20,800.00
40,556.67
Principal Clerk
14.88
21.12
PROFESSIONALS
3
Chief Architect
23,647.11
104,877.59
Chief Sidewalk Inspector
20,800.00
47,332.96
Construction Technician
12.02
24.50
Consulting Engineer
36,000.00
104,888.34
Deputy Project Director
20,800.00
64,734.08
Landscape Architect
10.00
30.32
Prevailing Wage Coordinator
27,193.50
69,367.62
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
Section Chief Engineering and Construction
50,000.00
100,773.99
Senior Assistant Designer
10.00
25.84
Senior Budget and Management Analyst
26,273.96
80,628.83
Senior Landscape Architect
10.00
32.09
Section Chief Arch & Site Development
40,000.00
100,773.99
Surveyor
10.00
28.78
Survey Party Chief
20,800.00
58,026.67
33
32
32
26.77
28.77
TECHNICIANS
1
Chief Engineering and Construction Inspector
February 1, 2016
General Fund
General Government
94

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
11
12
10
12
13
54
54
55
TOTAL FULL TIME
TOTAL PART TIME
59
57
59
TOTAL DIVISION
February 1, 2016
Engineering & Construction Inspector
Minimum
20.12
Maximum
22.12
General Government
General Fund
LANDMARKS COMMISSION
95
Don Petit, Interim Secretary

Mission Statement
The Landmarks Commission is charged with the preservation of Clevelands heritage of historic
buildings, sites, and districts. The Commission identifies architecturally and historically
significant buildings, sites, and districts as local landmarks, and it ensures that appropriate
changes occur to those properties, according to the Secretary of the Interiors Standards for
Rehabilitation.
The Landmarks Commission is an eleven-member board with the charge to safeguard the Citys heritage through
the preservation of historic buildings and districts. Seven members are appointed by the Mayor, two by the City
Council President, and two serve by virtue of office. The Commission office is administered by two full time staff
members. The Commission recommends buildings, sites or historic districts that are eligible for local designation
as landmarks. It follows established criteria listed in the Landmarks Ordinance, Chapter 161 of the Codified
Ordinances. Exterior changes to individual Landmarks or properties within historic districts are reviewed by the
Landmarks Commission as part of the building permit process.
Neighborhood based design review committees act as advisory committees to the Landmarks Commission. The
Commission staff conducts a continuing historic building and site survey of Landmark and National Register
designation. The Cleveland Landmarks Commission acts as a Certified Local Government Grant in coordination
with the State Historic Preservation Office and the National Pak Service in National Register designation and cases
involving 106 Environmental Reviews.
PROGRAM NAME:
OBJECTIVE:
DESIGN REVIEW
When large historic districts are created the Landmarks Commission creates local design
review committees. The Design Review Committee makes recommendations to the
Commission regarding design issues and architectural appropriateness.
ACTIVITY:
Staff attends local Design Review Committee meetings. It prepares staff reviews of designs
submitted by applicants to Design Review Committees. The Commission staff is also
involved in the training and staff support to Design Review Committees.
PROGRAM NAME:
OBJECTIVE:
PERMITS AND CASES

The Landmarks Commission makes decisions regarding the granting of Certificates of
Appropriateness for the issuance of building permits. The Landmarks Commission staff
provides support to the Landmarks Commission for changes to historic property.
ACTIVITY:
The Landmarks Commission staff prepares agendas, minutes, and evidence for Commission
meetings. The staff meets with applicants regarding changes to buildings that have been
locally designated. The Landmarks staff reviews and approves many smaller cases on an
administrative basis. It prepares larger cases for hearing before the Landmarks Commission,
making recommendation on actions that need to be taken. This staff also maintains records
of all decisions made by the Commission as well.
PROGRAM NAME:
OBJECTIVE:
SURVEY
The Landmarks Commission staff identifies buildings, sites, and historic districts for the
purpose of Cleveland Landmark and National Register designation. Historic designation
recognizes the importance of the property to the City, and may make historic Federal and
State tax credits available to property owners.
ACTIVITY:
The Landmarks Commission conducts surveys to assess the significance of historic buildings,
sites, and districts and promote historical significance of Cleveland neighborhoods, on a
continuing basis. Staff takes photographs, conducts historical and property research, writes
architectural descriptions and statements of significance, and prepares legislation for
Landmark designation.
February 1, 2016
General Fund
96
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
Longevity
100,931
2015
Unaudited
48,346
2016
Budget
43,969
103,523
40,134
29,425
36,575
50,974
1,375
1,500
700
700
33,318
Separation Payments
Benefits
Hospitalization
2014
Actual
142,440
112,589
81,244
155,197
13,628
6,435
4,508
16,373
Prescription
3,782
1,603
1,229
4,153
Dental
1,067
460
255
984
118
69
51
120
19,377
11,771
11,213
19,493
Fica-Medicare
1,191
1,055
1,167
1,967
1,888
1,819
883
850
84
51
74
96
759
Vision Care
Life Insurance
41,895
23,263
19,382
44,036
918
4,059
2,882
9,100
554
255
800
664
775
1,009
650

2,136
5,089
3,890
10,550
247
589
382
900
247
589
382
900
894
554
458
502
193
21
28
31
1,087
579
486
538
187,804
142,109
105,384
211,221
Revenues
2013
Actual
Miscellaneous
February 1, 2016
2014
Actual
2015
Unaudited
2016
Budget
1,978
1,858
200
1,978
1,858
200
General Government
General Fund
97
$ (000)
250.
200.
670 - Intrdept Chg
640 - Materials
150.
630 - Contractual
515 - Benefits
100.
510 - Salaries
50.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
General Government
98
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
PROFESSIONALS
1
Sr. Assistant City Planner
City Planner
TOTAL FULL TIME
10.00
25.84
30,000.00
62,541.14
BOARD MEMBERS
1
Chairman of Landmarks Commission
7,775.00
7,775.00
Member of Landmarks Commission
6,500.00
6,500.00
TOTAL BOARD MEMBERS
TOTAL DIVISION
February 1, 2016
General Government
General Fund
BOARD OF BUILDING STANDARDS AND APPEALS
99
Antoinette Cobb, Executive Secretary

Board of Building Standards and Appeals
Mission Statement
To maintain and ensure high quality and safe standards in building construction by enforcing
the Ohio Building code, the Cleveland Building Code, and the Cleveland Rehabilitation Code.
PROGRAM NAME:
OBJECTIVES:
APPEALS REVIEW
To fairly hear and decide cases objectively, involving the Ohio Building Code.
ACTIVITIES:
To conduct bi-weekly inter-department staff related cases, meet with applicants and affected
city officials, and recommend actions to the Board and adjudicate each case before the
Board.
PROGRAM NAME:
OBJECTIVES:
OHIO BUILDING CODE REVIEW

To hear and decide cases involving the Ohio Building Code fairly and objectively.
ACTIVITIES:
To hear testimony, interpret the OBC, and adjudicate each case before the Board at its biweekly meetings.
PROGRAM NAME:
OBJECTIVES:
PERMITS AND CASES

To fairly and objectively hear and decide any cases involving the issuance of violation notices,
condemnation orders, adjudication orders, notices of non-conformance and similar
administrative actions issued against City code.
ACTIVITIES:
To conduct bi-weekly meetings, hear testimony by applicants, city officials, and members of
the public regarding appeals from administrative action; and to interpret the relevant codes,
PROGRAM NAME:
OBJECTIVES:
RECORD MAINTENANCE
To maintain detailed records of proceeds of the Board of Building Standards and Building
Appeals as required by Charter and laws of the State of Ohio.
ACTIVITIES:
To maintain minutes, case files, and records for all appeals, and to commence conversion of
records to digital format.
February 1, 2016
General Fund
100
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
2014
Actual
49,535
2015
Unaudited
53,663
2016
Budget
54,353
54,642
36,965
34,090
31,425
39,139
Longevity
800
800
800
800
Overtime
638
Benefits
Hospitalization
87,300
88,553
87,216
94,581
12,753
12,895
14,991
15,372
Prescription
2,636
2,443
2,860
2,906
782
728
711
720
59
54
51
60
12,187
12,502
12,045
13,353
Fica-Medicare
1,244
1,257
1,233
1,372
1,095
1,115
1,006
912
42
41
41
48
Dental
Vision Care
Life Insurance
30,800
31,035
32,938
34,743
50
40
25
100
Court Reporter
3,022
3,132
3,325
5,000
663
758
816
720

Office Supplies
3,735
3,929
4,166
5,820
150

240
186
153
180
240
186
153
330
446
307
333
337
2,134
1,086
2,053
2,252
2,296
2,006
1,407
1,551
4,876
3,398
3,792
4,140
126,951
127,101
128,265
139,614
Revenues
2013
Actual
Licenses & Permits

Miscellaneous
$
February 1, 2016
2014
Actual
18,195
2015
Unaudited
15,570
2016
Budget
15,495
18,000
15
30
1,013
1,016
19,223
16,616
15,495
18,000
General Government
General Fund
101

$ (000)
140.
120.
670 - Intrdept Chg
100.
640 - Materials
80.
630 - Contractual
515 - Benefits
60.
510 - Salaries
40.
20.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
102
General Government
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
ADMINISTRATORS & OFFICALS

1
Secretary to Board of Building Standards & Appeals
TOTAL FULL TIME
23,647.11
85,281.07
BOARD MEMBERS
1
Chairman of Board of Building Standards & Appeals
9,545.00
9,545.00
Labor Member Alternate (Board Member)
6,960.00
6,960.00
TOTAL BOARD MEMBERS
TOTAL DIVISION
February 1, 2016
General Government
General Fund
BOARD OF ZONING APPEALS
103
Elizabeth Kukla, Secretary

Board of Zoning Appeals
Mission Statement
To interpret the Citys Zoning Code and hear appeals from administrative actions and orders.
PROGRAM NAME:
OBJECTIVES:
APPEALS REVIEW AND RECORDS MAINTENANCE

To maintain high standards of Code interpretations and administration of the Citys Zoning
Code and to maintain detailed records of the proceedings of the Board of Zoning Appeals as
required by the City Charter and Laws of the State of Ohio.
ACTIVITIES:
To conduct weekly inter-departmental staff review of all Code related cases, including, when
appropriate, a meeting with applicants and affected City Officials for an informed
recommendation to the Board.
PROGRAM NAME:
OBJECTIVES:
PERMITS AND ACTIONS

To fairly and objectively hear and decide on actions involving the interpretation of the Citys
Zoning Code and any appeal within the authority of the Board from an administrative action
or order that may be brought before it.
ACTIVITIES:
To schedule public hearings for testimony by applicants, City Officials and relevant parties to
the appeals regarding the Zoning Code interpretation or any other administrative action and
adjudicate each case.
February 1, 2016
General Fund
104
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
Longevity
Separation Payments
Benefits
Hospitalization
2014
Actual
111,406
2015
Unaudited
104,115
2016
Budget
113,824
114,427
39,675
39,675
39,349
39,664
1,450
1,450
750
750
23,418
152,531
168,658
153,923
154,841
16,772
22,621
28,573
30,034
Prescription
1,146
1,657
2,860
2,906
Dental
1,067
1,304
1,422
1,440
140
130
135
144
20,773
20,292
21,570
21,950
Fica-Medicare
2,159
2,388
2,162
2,242
2,006
1,948
1,897
1,610
84
71
81
96
Vision Care
Life Insurance
Court Reporter
44,148
50,411
58,700
60,422
240
330
720
240
330
720
5,721
6,896
9,072
13,000

Office Supplies
1,212

1,392
1,400
6,933
8,267
10,464
14,400
90
227
388
250

1,371
86
250
176
227
388
500
414
300
414
300
43
37
37
1,570
1,745
1,583
1,737
3,024
2,515
2,677
2,953
February 1, 2016
4,636
4,265
4,298
4,727
208,423
232,068
228,517
235,910
General Government
General Fund
105
Revenues
2013
Actual
2014
Actual
24,375
Miscellaneous
1,781
$
26,156
23,855
2015
Unaudited
$
28,855
1,775
$
25,630
2016
Budget
$
100
$
28,955
19,000
19,000

$ (000)
250.
670 - Intrdept Chg
200.
660 - Claims
640 - Materials
150.
630 - Contractual
620 - Oth Trng
100.
515 - Benefits
510 - Salaries
50.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
General Government
106
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
ADMINSTRATIVE SUPPORT
1
Secty Board of Zoning Appeals
Principal Clerk
TOTAL FULL TIME
23,647.11
85,281.07
14.88
21.12
BOARD MEMBERS
1
Chairman of Board of Zoning Appeals
8,400.00
8,400.00
Member of Board of Zoning Appeals
7,820.00
7,820.00
TOTAL BOARD MEMBERS
TOTAL DIVISION
February 1, 2016
General Government
General Fund
CIVIL SERVICE COMMISSION
107
Lucille Ambroz, Secretary

Mission Statement
To create and implement policies and procedures to acquire and promote qualified candidates
for employment with the City of Cleveland.
PROGRAM NAME:
OBJECTIVES:
POLICY-MAKING
To promulgate and maintain Civil Service rules and policies, to conduct meetings and
administrative hearings.
ACTIVITIES:
Conduct regular board meetings to discuss and act upon related issues; hold hearings for
disciplinary actions and other administrative actions.
PROGRAM NAME:
OBJECTIVES:
RECORD MAINTENANCE
To maintain accurate information regarding tests and certain personnel transactions for
employees in the classified service of Civil Service and to certify qualified candidates to
appointing authorities for employment with the City.
ACTIVITIES:
Prepare eligible lists from examination results; certify candidates for vacant positions;
maintain seniority records for promotional examinations.
PROGRAM NAME:
OBJECTIVES:
TESTING
To conduct fair and valid examinations based on job responsibilities and qualifications and
identify qualified individuals for employment.
ACTIVITIES:
Conduct job analysis and develop and prepare examinations; prepare and distribute bulletins
for test announcements; accept applications for test filings; test candidates, grade
examinations and notify individuals of results.
February 1, 2016
General Fund
108
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
2014
Actual
396,182
2015
Unaudited
400,297
2016
Budget
386,346
421,054
39,675
39,441
32,267
39,676
Longevity
2,825
2,925
3,325
6,825
Overtime
3,310
12,648
4,161
10,000
Benefits
Hospitalization
441,991
455,311
426,099
477,555
56,287
61,312
70,315
74,900
114
12,626
11,879
13,285
14,122
3,716
3,445
3,399
3,648
453
421
403
480
59,586
63,482
60,263
69,628
Fica-Medicare
5,713
5,975
5,938
9,780
5,719
5,644
5,175
4,458
335
324
318
384
Prescription
Dental
Vision Care
Life Insurance
144,548
152,483
159,096
177,400
2,369
1,000
2,369
1,000
507,655
11,328
14,089
700,000
Court Reporter
5,549
9,557
6,275
16,000
Referee Services
4,456
10,000
7,476
16,000
Medical Services
60,000
110,000
35,750
35,000
Freight Expense
350
250
728
853
547
1,000

Computer Software
578,387
142,088
64,386
768,000
750
Food
1,306
20
1,000
Other Supplies
52
602
326
1,371
2,800
2,101
3,600

Maintenance
Maintenance Contracts
February 1, 2016
1,423
4,708
2,446
5,350
689
689
689
689
General Government
General Fund
109
2013
Actual
2014
Actual
2,495
2015
Unaudited
2,350
2016
Budget
2,360
2,390
10,566
10,606
13,237
14,521
5,780
6,795
5,800
6,396
192

Charges From M.V.M.
$
19,033
19,751
21,397
23,307
1,185,383
774,341
676,481
1,453,301
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
43,153
51,405
18,400
20,000
43,153
51,405
18,400
20,000

$ (000)
1600.
1400.
670 - Intrdept Chg
1200.
650 - Maintenance
1000.
640 - Materials
630 - Contractual
800.
620 - Oth Trng

600.
515 - Benefits
510 - Salaries
400.
200.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
General Government
110
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Secretary of the Civil Service Commission
25,011.85
102,338.45
10.00
22.29
1
Private Secretary
PROFESSIONALS
1
Chief Civil Service Examiner
26,273.96
72,945.53
Civil Service Examiner III
20,800.00
51,677.50
Civil Service Examiner II
20,800.00
45,020.62
20,800.00
64,734.08
Personnel Administrator
26,273.96
84,984.86
Supervisor of Civil Service Records
20,800.00
58,564.01
TOTAL FULL TIME
TOTAL BOARD MEMBERS
7,820.00
8,395.00
13
12
13
TOTAL DIVISION
February 1, 2016
General Government
General Fund
111
Blaine Griffin, Director

Mission Statement
To promote amicable relations among the racial and cultural groups within the community.
The Community Relations Board is responsible by City Ordinance for improving cross-cultural relationships in a
city with a population, which reflects a wide diversity of racial, ethnic and religious heritage. The mission of the
Board is to resolve community conflicts and ameliorate inequities based on racial and social biases, and develop
pro-active strategies for affirmative actions and programs that promote multi-cultural harmony. The board's
emphasis is upon the implementation of proactive activities that promotes diversity and unity. The board
responds to resident complaints, investigates sources of community conflict and provides planning assistance
and alternative dispute resolution techniques to residents and organizations for resolving neighborhood
concerns and appreciating the value and importance of cultural openness and diversity to the well being and
future development of the City of Cleveland.
Program activities focus on the most commonly identified concerns of the community which include policecommunity cooperation, youth and young adult intervention, culturally and socially segregated housing patterns
and relationships involving our schools, youth and neighborhood residents. Primary functions are coordinating
police-citizen committees; mediation, conciliation and alternative dispute resolution services; helping to develop
community and human relations development activities; administering the City's law enforcement and
community assistance protocol for the prevention of ethnic intimidation and response to victims; promoting
multicultural arts and educational events; monitoring police professional standards and practices policy; planning
and facilitating human relations training for police, city employees and community groups; coordinating multicultural dialogue groups; provide crisis response and violence interruption; referring youth to healthy alternatives.
PROGRAM NAME:
OBJECTIVES:
COMMUNITY OUTREACH
To promote cultural harmony and mutual understanding in the City of Cleveland by helping
residents implement proactive strategies for resolving community concerns and developing
mechanisms for people of all religious, racial or ethnic backgrounds to cooperatively improve
the quality of life citizen to citizen, neighborhood to neighborhood and building sustainable
relationships from Cleveland to the world.
ACTIVITIES:
The Community Relations Board (Hereinafter referred to as the "CRB") provides planning
assistance for groups and agencies who seek to promote positive social and cultural
relationships in the community. The CRB investigates the sources and conditions of
problems and complaints that are disruptive to the quality of life in the city neighborhoods,
especially when an individual or group is violated because of their protected class (race,
ethnicity, religion, sexual orientation, gender identity, familial status, etc.) The CRB assists in
coordinating fair and equitable service delivery to Cleveland's multicultural and diverse
population. The CRB administers the priority protocol for preventing and responding to
racial and ethnic violence and intimidation in coordination with the police, prosecutor's
office, the municipal and county courts and support service agencies. The CRB coordinates
resident and organizational involvement through diverse and multi-cultural dialogue groups.
The CRB maintains liaisons to individuals and groups interested in addressing the concerns
and serving the special needs of various groups from the City of Cleveland's multicultural and
diverse populations. The CRB establishes support networks and facilitate relationships to
attain sustainable community networks. The CRB investigates and provides referral services
for any complaint of discrimination based on the City of Cleveland's protected classes. The
CRB provides conciliation services on referral from citizens, community organizations and
institutions, the police and other city agencies.
PROGRAM NAME:
OBJECTIVES:
COMMUNITY REENTRY
The Community Relations Board identifies resources, provides referrals and advocacy for
formerly incarcerated individuals that return to the City of Cleveland from correctional
facilities.
February 1, 2016
General Fund
112
General Government
ACTIVITIES:
The Community Relation Board hosts workshops and resource fairs and refer formerly
incarcerated individuals that return to our community to community and faith-based social
services, training and employment opportunities. The CRB also has special programs to teach
entrepreneurship and other skills to help the formerly incarcerated individuals help
contribute our community. The CRB also provides advocacy for this group of individuals to
help them overcome any potential barriers to social and economic inclusion in our society.
PROGRAM NAME:
OBJECTIVES:
HUMAN RELATIONS CIVIL RIGHTS TRAINING AND COMMUNITY EDUCATION

To support and direct members and staff in fulfilling the community relations goals of the
Board and city government. To develop the skills of city employees and community groups
that will increase community cooperation and minority participation in the productive life of
the City. To increase public awareness and confidence in the role of the Community Relations
Board and City government for solving problems that strain inter-group relationships. To
reduce racial and cultural stereotypes which create social inequalities, conflicts and
instability.
ACTIVITIES:
Perform curricula and program design. Provide human relations in-service training for police
and city employees. Conduct human relations workshops for community groups and
agencies. Provide mediation training for community and youth serving organizations and
schools. Provide research evaluation, planning and administration. Conduct Community
Relations Board meetings, sub-committees and special hearings. Provide information to the
public. Coordinate community forums, conferences, and cultural events. Maintain contacts
with all groups throughout the community that want to foster cultural unity and diversity.
Review and evaluate existing community resources for mediations, human relations training
and youth intervention.
PROGRAM NAME:
OBJECTIVES:
POLICE/COMMUNITY COOPERATION AND SPECIAL EVENTS

To create and strengthen mechanisms for cooperation between citizens and police; Enhance
the professional skills of police officers to incorporate the community as a resource for
effective law enforcement. To heighten police and citizens awareness of their roles and
responsibilities related to the perception of public safety.
ACTIVITIES:
The CRB administers police district citizen committees and zone meetings; Monitors the
investigative standards and complaint practices of police; Coordinates Crime Prevention Fairs
for the Division of Police; Provides human relations in-service training for police; Conducts
community workshops, raining and conferences on safety and law enforcement; Coordinates
the annual Cleveland Night Out Against Crime and district police/community awards
ceremonies; Coordinates citywide court watch program to work with citizens to follow high
profile case or cases of particular citizens interests; Develop and establish a Special Events
section as a one-stop promoter's service for municipal service coordination.
PROGRAM NAME:
YOUTH COMMUNITY DIVERSION/CRISIS & COMMUNITY INTERVENTION (OPERATION

FOCUS)
This program is a joint effort between the Cleveland Division of Police and the Cuyahoga
County Juvenile Court System. The program's purpose is to develop and administer
accountability-based sanctions for first-time juvenile offenders of misdemeanor and status
offenses. We believe that early intervention in the lives of first-time offenders will prevent
some juveniles from committing future violations. The CRB has also initiated "Operation
Focus." This intervention strategy is modeled after an evidence-based strategy utilized in
other cities and recognized by the U.S. Dept of Justice best practice.
OBJECTIVES:
ACTIVITIES:
February 1, 2016
Caseworkers administer accountability-based sanctions for first-time juvenile offenders of

misdemeanors and status offenses. This program offers early intervention for youth to
prevent future violations. Caseworkers also assess the needs of each individual child and
family. They refer youth and their families to appropriate community resources and services.
They give families options to deal with the difficulties their children are facing. Street
outreach workers (Peacemaker Alliance) serve as violence interrupters by responding to hot
spot areas to mediate between feuding groups and prevent youth violence. The Community
Relations Board also conducts community interventions (Call Ins) to send a clear message to
Group Member Individuals. The message is clear, "gun violence and open air drug markets
will stop or their will be group-based accountability and sanctions.
General Government
General Fund
113
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Benefits
Hospitalization
677,193
2015
Unaudited
667,964
2016
Budget
777,193
776,888
68,626
113,838
103,048
108,580
265
10,000
6,375
5,725
5,825
6,300
153,732
18,348
7,608
20,000
770,807
948,867
886,066
921,768
106,451
101,661
120,422
130,565

Prescription
Dental
Vision Care
Fica-Medicare
Life Insurance
Travel
2014
Actual
24
25,170
24,791
29,596
31,991
7,238
6,558
6,527
7,092
891
823
963
1,104
104,333
130,582
123,538
127,612
9,089
12,630
11,619
12,167
18,962
15,866
12,030
13,673
733
588
629
768
272,893
293,499
305,324
324,972
416
1,272
800
130
150
295
295
Mileage (Priv Auto) Trng Prps
42
100
130
666
1,610
1,095
1,546
1,710
1,355
Travel- Non-Training
15
6,916
4,635
6,547
6,000
450
350
225
500
Program Promotion
470
200
300
500
1,856
2,865
1,979
2,500
Other Contractual
788
Local Match-Grant Programs
6,264
11,238
16,038
9,839
10,855
February 1, 2016
General Fund
114
General Government
2013
Actual
Office Supplies
Food
151
2016
Budget
6,411
1,106
83
1,500
206
1,330
975
2,241
1,619
646
1,888
777
1,000

$
2,777
4,326
9,511
4,119
7,375
7,398
6,909
6,995
11,010
13,533
12,639
13,864
3,101
2,696
3,678
4,056
251
434
502
409

Charges From M.V.M.
2015
Unaudited
800
Other Supplies

2014
Actual
21,738
24,060
23,728
25,324
69,749
69,749
1,079,582
1,287,457
1,305,826
1,288,133
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
68,278
9,230
261
68,278
9,230
261

$ (000)
1400.
1200.
699 - Exp Recovery

670 - Intrdept Chg
1000.
640 - Materials
800.
630 - Contractual
620 - Oth Trng
600.
515 - Benefits
400.
510 - Salaries
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
115
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Exec. Director Community Relations Board
50,795.81
182,067.01
PROFESSIONALS
1
Administrative Assistant
21,851.06
75,668.09
Administrative Manager
27,193.55
115,424.36
Case Worker II
14.03
21.23
Community Relations Rep. I
10.00
20.27
Community Relations Rep. II
10.00
24.50
Community Relations Rep. III
10.00
30.32
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
17
15
15
18
16
16
20,800.00
58,499.94
TOTAL FULL TIME
PART TIME
1
TOTAL PART TIME
BOARD MEMBERS
1
Member of Community Relations Board-Chair
5,075.00
5,075.00
14
13
14
Member of Community Relations Board
4,500.00
4,500.00
15
14
15
TOTAL BOARD MEMBERS
34
30
32
TOTAL DIVISION
February 1, 2016
General Fund
116
General Government
CITY PLANNING COMMISSION
Freddy Collier, Director
Mission Statement
The Cleveland City Planning Commission advocates for the preservation and establishment of
prosperous communities that are authentic and diverse providing equitable access to the
resources necessary for residents to thrive. We accomplish this by enhancing physical
development, preserving the City's history, and creating places for people that are healthy,
sustainable and vibrant for current and future generations.
The City Planning Commission is comprised of seven members, six of whom are mayoral appointments and the
seventh is an appointment of City Council. The Planning Commission is responsible for adopting and maintaining
a General Plan for the City, maintaining the City's Zoning Map and Code, undertaking capital improvements
planning, and conducting design review in neighborhood and downtown districts. The Commission is
responsible for reviewing and acting upon all legislation regarding planning, zoning, capital improvements, and
physical development.
The City Planning department is staff to the City Planning Commission and provides a variety of planning services
to the Mayor, City Council, City departments, neighborhood organizations, and the general public.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATIVE SERVICES
To provide financial, personnel and logistical support to the operating sections of City
Planning Commission staff.
ACTIVITIES:
Preparation and monitoring of departmental budget, grants, contract administration,

personnel management, and clerical services. provision of mapping and secretarial services;
maintenance of the City's street line and lot line base map series, and preparation of GIS
computerized mapping products.
PROGRAM NAME:
OBJECTIVES:
NEIGHBORHOOD AND COMPREHENSIVE PLANNING

To provide ongoing planning services necessary to facilitate appropriate development and
revitalization, and to prepare comprehensive plans for the city, its neighborhoods, and the
region.
ACTIVITIES:
Preparation, updating and implementation of a comprehensive Citywide Plan. Coordination

of citywide design review committees and facilitation of City of Cleveland land bank.
Planning for the lakefront, riverfront, Euclid Corridor, Inner belt and other large-scale
planning districts; and analysis and dissemination of statistical information, including
ensuring a complete count in the decennial U.S. Census.
PROGRAM NAME:
OBJECTIVES:
PLANNING ADMINISTRATION
To ensure effective and expeditious action on all mandatory legislative referrals and design
reviews within applications subject to City Planning approval.
ACTIVITIES:
Review of all legislation referred to the Planning Commission; review of project design within
the City's design review districts; provision of staff support to the City Planning Commission
and its Design Review Advisory Committee.
PROGRAM NAME:
OBJECTIVES:
URBAN DESIGN AND INFRASTRUCTURE

To provide design services and to prepare urban design plans necessary to facilitate
appropriate development. Coordination of transportation and streetscape improvements,
and capital improvement planning principally in neighborhood business districts, the central
business district, and along the lakefront.
February 1, 2016
General Government
General Fund
117
ACTIVITIES:
Preparation of urban design plans for districts and large-scale projects; preparation of design
guidelines; evaluation of design elements of development projects; provision of design
assistance to City departments, City Council, neighborhood organizations, developers and
citizens.
PROGRAM NAME:
OBJECTIVES:
ZONING AND TECHNOLOGY

To ensure that the City has an up-to-date Zoning Code and Zoning Map and to provide
professional advice to the City Planning Commission, the Board of Zoning Appeals, and the
City Council regarding matters pertaining to the Zoning Code and Zoning Map. Provision of
mapping service, maintenance of the city street line and lot line base map series, and
preparation of GIS computerized mapping products.
ACTIVITIES:
Preparation of zoning studies and legislation amending the City's Zoning Code or Zoning
Map; review of Zoning Appeals, Zoning Code, and Zoning Map changes; provision of staff
support to the City Planning Commission and the City Planning Committee of Council;
maintenance of the City's official zoning map series.
February 1, 2016
General Fund
118
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
878,928
2015
Unaudited
991,725
2016
Budget
1,059,270
1,066,563
Board Members
42,495
41,843
37,423
43,678
Part-Time Permanent
32,915
10,064
37,452
7,850
6,775
6,375
6,475
86,875
107,897
50,000
Longevity
Separation Payments
Benefits
Hospitalization
1,049,063
1,158,304
1,103,068
1,204,168
96,047
108,785
134,847
143,779
42
12,912
14,244
20,042
20,800
6,372
6,585
7,027
7,032
898
1,001
1,020
1,152
129,293
145,809
154,325
162,822
Fica-Medicare
11,207
14,225
13,341
15,118
14,401
13,395
13,581
11,539
605
676
730
864
Prescription
Dental
Vision Care
Life Insurance
Travel
271,777
304,721
344,913
363,106
502
1,219
1,000

331
$
2,475
3,841
4,000
485
240
846
1,000
3,225
8,510
4,959
7,500
50,400
50,000
50,500
50,500
54,110
58,750
56,304
59,000
607
12
220
1,500
Computer Hardware
Computer Software
1,250
1,259
1,500
646
2,606
1,420
4,100
4,435
3,739
3,307
4,400
6,937
7,615
4,947
11,500
4,133
8,078
6,076
6,152

Charges From M.V.M.
February 1, 2016
3,000
331
Other Contractual

2,622

Office Supplies
1,974
8,479
13,430
10,499
11,517
763
707
437
482
7,699
7,738
2,828
4,618
21,074
29,953
19,840
22,769
1,403,292
1,561,820
1,532,913
1,664,543
General Government
General Fund
119
Revenues
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
5,000
Grant Revenue
245
Miscellaneous
13,925
23,548
393
13,925
23,793
5,393

$ (000)
1800.
1600.
1400.
670 - Intrdept Chg
1200.
640 - Materials
630 - Contractual
1000.
620 - Oth Trng
800.
515 - Benefits
600.
510 - Salaries
400.
200.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
General Government
120
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Planning Director
50,795.81
182,067.01
Secretary to the Director of City Planning
36,590.00
106,355.69
10.00
18.59
1
Secretary
PROFESSIONALS
2
Assistant Administrator
20,800.00
58,564.01
Chief City Planner
30,000.00
85,281.07
City Planner
30,000.00
62,541.14
Office Manager
20,800.00
51,170.01
Senior Assistant City Planner
10.00
25.84
15
15
15
18
18
18
30,000.00
62,541.14
7,820.00
7,820.00
TOTAL FULL TIME
PART TIME
1
City Planner
TOTAL PART TIME
BOARD MEMBERS
6
Member of City Planning Commission
TOTAL BOARD MEMBERS
25
23
25
TOTAL DIVISION
February 1, 2016
General Government
General Fund
BOXING AND WRESTLING COMMISSION
121
Abdul A. Muhaymin, Chairman

Boxing and Wrestling Commission
The Commission approves and supervises all amateur boxing contests and professional wrestling exhibitions.
Other commission duties include training and furnishing officials for all bouts, as well as overseeing tickets,
receipts and fund disbursements.
February 1, 2016
General Fund
122
General Government
Expenditures
2013
Actual
Salaries and Wages
Board Members
Part-Time Permanent
2014
Actual
2,400
2,400
2,100
Benefits
2015
Unaudited
2016
Budget
2,400
2,100
2,100
2,400
2,100
4,500
4,500
4,500
4,500
630
630
630
700
Fica-Medicare
65
65
65
100
62
57
51
52
757
753
746
852
5,257
5,253
5,246
5,352
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
57
52
57
52

$ (000)
5.
5.
5.
515 - Benefits
5.
510 - Salaries
5.
4.
4.
4.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
123
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
BOARD MEMBERS
1
Chairman Boxing & Wrestling Commission
2,400.00
2,400.00
Commission Member
2,100.00
2,100.00
TOTAL BOARD MEMBERS
TOTAL DIVISION
February 1, 2016
General Fund
124
General Government
Melissa Burrows, Director
Mission Statement
To promote equity of economic benefit for Clevelanders by ensuring compliance with contractor
goals and requirements as required by Codified Ordinances. This is achieved by providing
contractor assistance and support and by being an advocate for enterprise and employment to
promote Self Help with a commitment to excellence in public service. OEO also serves as the
advocate for Community Benefit Agreements with our private sector partners.
OEO achieves our mission by enforcing four City of Cleveland Codified Ordinances:
Codified Ordinance 123
Prevailing Wage
Cleveland Area Business Code
Cleveland Resident Employment Law
Living Wage
Monitoring and enforcement of these ordinances advance our mission by promoting local spend in both
enterprise and workforce, Self Help, and further underscores OEOs role as an advocate for diversity and inclusion
in contract award, sub-contracting, and technical assistance to Cleveland area businesses.
PROGRAM NAME:
OBJECTIVES:
CLEVELAND AREA BUSINESS CODE

To maximize target businesses in participation of city contracts.
ACTIVITIES:
Certify Cleveland Small Businesses (CSB), Minority Business Enterprises (MBE), Female
Business Enterprises (FBE) Local Producer Enterprises (LPE), Sustainable Urban Business
Enterprises (SUBE), evaluate bids and monitor their participation on city contracts. Monitor
Affirmative Action Compliance in companies doing business with the city.
PROGRAM NAME:
OBJECTIVES:
FANNIE M. LEWIS CLEVELAND RESIDENT EMPLOYMENT LAW

Monitor the compliance of the resident employment requirements on public improvement
contracts greater than $100,000.
ACTIVITIES:
Monitor and enforce compliance of the Fannie M. Lewis Cleveland Resident Employee Law
(Chapter 188) effective January 1, 2004, that requires 20% Cleveland resident employment on
public improvement (construction) contracts valued at $100,000 or more. Provide monthly
reports to the administration and to City Council. Outreach as appropriate.
PROGRAM NAME:
OBJECTIVES:
OUTREACH
To support and provide development opportunities for businesses certified with the office as
well as partner with other business development offices in our region to provide technical
assistance and education.
ACTIVITIES:
Use our web-based compliance system (B2GNow); to e-blast information; coordinate with
the Department of Community Development on Section 3; partner with other municipal
entities to provide technical assistance and support; coordinate with the Division of
Purchases and Supplies to provide workshops such as How to do Business with the City,
promote certification as a vehicle towards economic beneift; and sponsor the James H.
Walker Construction Management Course.
February 1, 2016
General Government
General Fund
125
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
339,707
2015
Unaudited
365,603
2016
Budget
460,472
487,436
Longevity
2,000
2,000
2,000
1,700
Separation Payments
1,939
2,496
2,960
4,726
Benefits
Hospitalization
343,646
370,099
465,432
493,862
40,650
44,255
55,700
59,713
31
11,584
11,154
14,224
14,961
2,965
3,060
3,769
4,200
429
377
446
540
46,047
50,011
65,234
68,956
Fica-Medicare
4,153
4,546
5,907
6,399
4,790
4,366
4,206
4,868
Life Insurance
301
277
348
432
162
Prescription
Dental
Vision Care

111,111
118,046
149,835
160,069
600
500
600
500
1,900
1,900
1,900
1,900
2,296
2,918
1,802
2,000
2,296
2,918
1,802
2,000
3,543
1,605
2,344
2,373
8,426
9,374
9,562
10,489
1,636
1,670
1,192
1,314
778
2,186
1,066
1,421
Charges From M.V.M.

$
14,383
14,836
14,164
15,597
473,336
506,499
631,233
673,928
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
16,507
18,348
41,653
15,300
16,507
18,348
41,653
15,300
February 1, 2016
General Fund
126
General Government
$ (000)
700.
600.
670 - Intrdept Chg
500.
640 - Materials
630 - Contractual
400.
620 - Oth Trng
300.
515 - Benefits
510 - Salaries
200.
100.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
127
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
ADMINSTRATORS & OFFICIALS

1
Minority Business Development Administrator
27,325.56
85,577.88
50,795.81
171,581.77
1
Director of Office of Equal Opportunity
PROFESSIONALS
1
27,193.55
115,424.36
20,800.00
58,564.01
Assistant Contract Compliance Officer
20,800.00
58,564.01
Contract Supervisor
20,800.00
64,734.08
10
TOTAL FULL TIME
10
TOTAL DIVISION
February 1, 2016
General Fund
128
General Government
CLEVELAND MUNICIPAL COURT - JUDICIAL DIVISION

Ronald B. Adrine, Administrative And Presiding Judge
Cleveland Municipal Court - Judicial Division
Mission Statement
To ensure the rule of law, administer justice and to improve public safety, by providing a forum
where persons obtain the orderly resolution of disputes and related services; all done in a fair,
impartial, professional, courteous, and timely manner.
The Cleveland Municipal Court is a court of record having jurisdiction in law and equity pursuant to the Ohio
Revised Code. The Court has territorial jurisdiction over the City of Cleveland and the Village of Bratenahl. The
Court may determine misdemeanor violations of both the City of Cleveland Ordinances and the state of Ohio
statutes. The court conducts preliminary hearings and sets bonds in felony cases committed in the City of
Cleveland. In civil matters, the Small Claims Division of the Court can determine actions where the amount in
controversy does not exceed $3,000.00. The General Division of the Court can determine civil cases where the
amount in controversy does not exceed $15,000.00. These civil cases can include, but are not limited to, actions
for the recovery of property, injunctions, contracts, personal injury, collection proceedings, and transferred
judgments.
COMMUNICATION AWARENESS PROJECT (CAP)

The Cleveland Municipal Court has another tool for supervising defendants who need educational intervention,
when anger management and other traditional referrals may not be adequate. The Communication Awareness
Project (CAP) will teach conflict resolution skills and civility to individuals who have experienced a negative
interaction with peers, neighbors, co-workers, employers, teachers, and even strangers. CAP referrals may be
appropriate for individuals who have been charged with offenses such as: assault, criminal damaging, menacing,
discharging firearms, ethnic intimidation, minors curfew, vicious dogs and sexual harassment. The two hour class
is taught at the Cuyahoga Community College Metropolitan Campus every other month.
COMMUNITY ORIENTATION PROGRAM (COP)
In an effort to improve the relations between the community and police, the Community Orientation Program
(COP) was created. Individuals who have been convicted of offenses which resulted in negative interaction with
the police are required to attend. COP is an education program which teaches the rights and responsibilities of
citizens when they encounter the police. The goal of the program is to educate participants on what they should
and should not do when they encounter the police. The two hour class is taught by an attorney and commander
of the Cleveland Police. The class provides information from both legal and police perspectives. This balanced
approach provides an opportunity for instruction and dialogue between an attorney, police officer and
participants. The presence of the police officer allows for a positive exchange with a law enforcement officer in a
neutral, non-confrontational environment. The class is taught at Cuyahoga Community College Metro Campus.
DEDICATED DOMESTIC VIOLENCE DOCKET (DDVD)
The Dedicated Domestic Violence Docket/Deferred Judgment Program was established in 2007 under the
leadership of Judge Ronald B. Adrine to improve court responses to domestic violence, increase offender
accountability and enhance victim safety. This specialized treatment of domestic violence cases has proven to be
effective by the coordinated court response with law enforcement, prosecutors, advocates, judges and probation
officers. This docket currently serves three of the city's five police districts and will eventually serve the entire city.
Three judges are assigned to hear all cases designated as appropriate for the DDVD. Compliance hearings are held
for all DDVD cases assigned to probation supervision to ensure that all conditions of probation are being met.
DOMESTIC INTERVENTION, EDUCATION AND TRAINING PROGRAM (DIET)
The Domestic Intervention, Education and Training Program (DIET) began in 2006 with grant funding from the
State of Ohio's Department of Rehabilitation and Correction for local community sanction activities. The program
was developed and is operated by the Probation Department with the objective of diverting 300 offenders
charged with domestic violence related offenses to participate in a psychosocial education program in lieu of
incarceration. DIET offenders must attend one, two-hour session per week for 16 weeks. Each session, which
averages 15 participants, is being led by two qualified staff facilitators who stress one of the eight themes: nonFebruary 1, 2016
General Government
General Fund
129
violence, non-threatening behavior, respect, support and trust, accountability and honesty, sexual respect,
partnership and negotiation, and fairness.
The DIET program also serves the Cuyahoga County Court of Common Pleas and 12 suburban municipal courts.
DRUG COURT
In 1998, Cleveland Municipal Court accepted a federal grant in the amount of $385,000 to establish the Greater
Cleveland Drug Court.
Drug court, currently under the direction of Judge Anita Laster Mays, may be offered to a felony offender charged
with a fourth or fifth degree level possession of a controlled substance, who has only one non-violent felony
conviction and is chemically-dependent. Defendants are required to enter a plea of guilty to a first degree
misdemeanor. The sentence is held in abeyance pending successful completion of the program. Upon successful
completion of drug court and payment of a supervision fee, a participant's guilty plea is vacated, the charge(s)
dismissed and the case sealed or expunged.
The drug court offers substance abuse prevention, treatment and recovery support assistance provided by
contracted providers certified by the Ohio Department of Alcohol and Drug Addiction Services. Services include
outpatient, intensive outpatient, residential treatment and recovery support. If needed, mental health treatment
services are also available. As a sanction-based program participants are randomly drug tested at least once per
week for a year to ensure abstinence.
Over 1,200 people have successfully completed the Greater Cleveland Drug Court Program.
GET ON TRACK (GOT)
Recognizing the link between the lack of education and crime, the Cleveland Municipal Court has partnered with
several education providers and other community agencies to launch a "school, not jail" initiative, called Get on
Track (GOT) in 2006. These organizations include, among others, Cuyahoga Community College, Project LEARN,
Seeds of Literacy, Employment Connection and Amer-I-Can, to develop a holistic approach to enable young men
and women to become responsible adults and law-abiding, contributing members of society.
This unique program emphasizes the importance of having a basic education, sustained employment,
meaningful life skills, good character and a positive attitude. It also encourages and facilitates the participants to
acquire a valid driver's license and insurance.
Averaging 35 referrals a month, over 300 people have graduated from the Get on Track program, which now gets
participants from East Cleveland, Bedford and the Cuyahoga County Common Pleas Court.
MENTAL HEALTH DOCKET
The Mental Health Docket operates in cooperation with area community mental health agencies to provide
intensive supervision to offenders living with the challenges of mental illness. The Cleveland Municipal Court has
recognized the need for behavioral health services, case management and supervision for clinically diagnosed
mentally ill and/or developmentally disabled offenders to remain in the community and function as healthy, lawabiding citizens and to reduce the likelihood that they will come back into the criminal justice system as offenders.
The Judges of the Cleveland Municipal Court identify defendants with possible mental health issues. An
assessment of the defendant is made via in-depth interview by the Court Psychiatric Unit to determine whether
the defendant is a candidate for the Mental Health Docket, currently under the direction of Judge Pauline H.
Tarver.
If eligible, after placement into the program the offender may be linked to a variety of community programs and
agencies with the assistance of specially trained Probation Officers. Certain offenders may be offered a full range
of services provided by agency providers, including forensic psychiatry, medication management, intensive
outpatient substance abuse treatment for dually diagnosed offenders, partial hospitalization services and support
services.
MOCK TRIAL
The annual Mock Trial Competition, sponsored by the Cleveland Municipal Court, the Cleveland Metropolitan
School District and the Cleveland Bar Association, is going into its 17th year. The program, under the direction of
February 1, 2016
General Fund
130
General Government
Judge Lauren C. Moore, involves 250-350 Cleveland students and their teachers who end up spending an entire
day at the Justice Center presenting both sides of a hypothetical case that is based upon similar cases before the
court, such as stalking, driving under the influence, and children getting access to firearms. The ultimate aim of
the Mock Trial Competition is to improve student listening, speaking and reasoning skills.
PROJECT HOPE
Project HOPE (Holistic Opportunities and Preventive Education) is the Cleveland Municipal Court's Solicitation /
Prostitution Offender Intervention Program. Under the direction of Judge Angela R. Stokes, Project HOPE is
committed to intervening in the criminal justice process at the earliest possible time to identify potential qualified
candidates for a specialized, intensive diversion and to help these offenders help themselves by providing a
temporary safe haven offering permanent life tools to permanently break the cycle of prostitution.
REDIRECTING OUR CURFEW KIDS (ROCK)
In response to approximately 3,000 day and night minor curfew citations received each year, the Cleveland
Municipal Court created R.O.C.K., Redirecting Our Curfew Kids, a diversion program for parents or guardians who
are issued citations for a minor's curfew violation. Participants are given 90 days to fulfill the requirements, which
include one monthly parent meeting, a parent/teacher conference for the child, and four hours of community
service for the child at the Boys and Girls Club or City Mission. There is a $25 dollar fee for the ROCK Program.
Successful participation means parents are involved in the school, the child is held accountable for his or her
actions and the case will be dismissed.
SELECTIVE INTERVENTION PROGRAM (SIP)
The Selective Intervention Program (SIP), which started in 1984, is a diversionary program for criminal defendants
with no prior criminal record or pending criminal cases. It was designed to keep first offenders from being fully
immersed into the criminal justice system.
Following the completion of its investigation, the Probation department makes a recommendation to the Court
regarding the defendant's participation. An SIP Release/Contract must be signed by the participant agreeing to
cooperate and abide by the conditions of the program.
SIP, administered by the Probation Department, is an opportunity for successful participants to have their case
dismissed by the court to avoid prosecution. Participants must pay the $200 SIP fee for participation and for the
application to seal their arrest record at the completion of the program.
SMALL CLAIMS MEDIATION
Mediation is an alternative dispute resolution program offered by the Cleveland Municipal Court for the parties
appearing in small claims court. These are in cases where $3,000 or less is being sought. Approximately, half of all
contested small claims cases go to mediation and the majority of them are resolved to the parties' mutual
satisfaction.
Mediation gives parties the chance to sit down with a neutral trained mediator to amicably resolve a dispute.
Mediation is voluntary and has many advantages including: resolution of the dispute on the court date;
negotiating a payment schedule to avoid collection; a confidential settlement; and an outcome that is satisfactory
to both sides. If mediation does not work to their satisfaction, the parties still have access to a trial on the same
day.
TRAFFIC INTERVENTION PROGRAM (TIP)
Due to the increase in driver's license violations in the Greater Cleveland area, The Cleveland Municipal Court
instituted the Traffic Intervention Program (TIP) in 1998. It started as a pilot program, but has now become a
pivotal part of Cleveland Municipal Court. The Cleveland Municipal Court values the Traffic Intervention Program
because it increases the number of licensed and insured drivers by allowing them an opportunity and assistance
with restoring their driving privileges.
TIP consists of 6 officers, trained and certified by the State of Ohio with the Law Enforcement Automated Data
System (LEADS), and linked with the Ohio Bureau of Motor Vehicles via Withdrawal Management System (WMS).
February 1, 2016
General Government
General Fund
131
TRUANCY ENFORCEMENT
In an effort to keep children focused on their education, The Court began a relationship with the Cleveland
Metropolitan School District in their effort to crackdown on truancy, which resulted in several hundred citations.
The Court, with assistance from Judge Charles L. Patton Jr., consolidated the cases and ended up dismissing many
of them after the parent attended a responsibility and accountability workshop conducted by the Partnership for
a Safer Cleveland.
VETERANS TREATMENT DOCKET
The Veterans Treatment Docket, now under the direction of Judge Charles L. Patton Jr., is a specialized docket that
works within the framework of the Cleveland Municipal Court. It is intended to serve court-involved active duty
service members and veterans. Other specialty dockets, operated by the court, target probationers with similar
behavioral issues and needs such as mental health, alcohol and other drugs, domestic violence and solicitation.
The Veterans Treatment Docket; however, deals with probationers whose actions may include a range of needs
and offenses. What they have in common is not necessarily their behavior, but their past military service.
By providing a specialized docket, the court increases the veteran's chance of success. Facilitating access to
various treatment programs and fostering interaction with other veterans helps to ensure that those who have
served receive the services they deserve.
WEED AND SEED
The Cleveland Municipal Court is proud to continue its involvement in the Weed and Seed Program, which is now
in its fourth year of operation. The program targets an area to "weed" out criminals and "seed" the area with
services and programs that would benefit the community.
The Court recently partnered with the 4th District Mount Pleasant Weed and Seed initiative to afford the parent
and the child the opportunity to complete a program in the community in lieu of paying the fine and cost. Their
program consists of the parent completing a parent workshop and the child completing 10 hours of community
work service which is a social responsibility training course. This is a national model implemented by the
Department of Justice.
SERVICES
CLEVELAND JUSTICE
The Court continues it's a very successful partnership with Channel 20 in the production of Cleveland Justice, a
half hour program that gives viewers an insight on what happens in our courtrooms on a daily basis. A different
judge is featured each week and the program airs twice a day.
INTERPRETERS UNIT
In recognition of the increasing diversity of our citizenry, the Cleveland Municipal Court has moved forward to
enhance the quality of the foreign language and hearing-impaired interpretive services provided to defendants
and other individuals involved in the court system. The courts interpreters are responsible for the accurate
interpretation and translation of verbal and written communication from Non-English to English in matters
related to judicial proceedings. Court interpreter services provide individuals with Limited English Proficiency
(LEP) access to court services and functions by facilitating communication through professionally trained
interpreters as impartial officers of the court. Court interpreters are not advocates and; therefore, cannot provide
legal assistance or advice. Interpreter services are available in Spanish, rare languages and American Sign
Language.
TOWN HALL MEETINGS
The Cleveland Municipal Court remains committed to continuing our annual Town Hall Meetings in an effort to
give citizens a forum for expression and raise public consciousness and satisfaction with the court. We have
conducted the Town Hall Meetings in conjunction with the Clerk of Courts office, which help promote the
gatherings throughout the City of Cleveland.
February 1, 2016
General Fund
132
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
12,745,298
2015
Unaudited
12,893,638
2016
Budget
12,789,380
14,189,355
20,350
45,456
43,933
22,730
Elected Officials
422,755
447,060
405,260
445,500
Part-Time Permanent
192,142
218,311
233,427
225,124
11,183
Longevity
108,625
115,625
111,800
118,625
Separation Payments
138,865
133,775
76,610
100,000
3,398
2,319
2,992
2,500
Student Trainees
Overtime
Benefits
Hospitalization
13,642,617
13,856,184
13,663,401
15,103,834
1,933,160
2,083,206
2,318,162
2,629,838
1,552
Prescription
423,410
400,847
457,566
525,806
Dental
141,300
134,929
127,782
144,672
14,146
13,335
12,437
15,660
1,817,761
1,920,744
1,902,959
2,134,342
59
Fica-Medicare
170,222
175,134
176,205
203,026
191,380
191,738
172,165
169,868
10,724
10,278
9,991
12,768
758
3,590
4,123
12,896
Clothing Allowance
35,900
525
Vision Care
Police & Firemens Disab & Pens
Life Insurance

Travel
4,704,412
4,970,285
5,181,391
5,848,876
19,364
18,266
16,278
18,000

15,944
14,714
19,469
17,000
4,655
7,006
3,240
5,000
39,963
39,986
38,987
40,000
2,253,517
2,260,203
2,391,727
2,395,785
Court Reporter
9,092
10,821
3,577
6,100
18,189
5,406
7,812
30,000
480
5,460
7,447
10,599
6,800
2,925
3,000
Jury And Witness Fees

February 1, 2016
2,289,183
2,284,357
2,413,715
2,441,685
General Government
General Fund
133
2013
Actual
Office Supplies
2014
Actual
4,811
2015
Unaudited
13,416
4,167
2016
Budget
10,000
Office Furniture & Equipment
992
1,088
1,000
Other Supplies
343
17,946
24,508
20,800
20,000

Maintenance
Car Washes
22,757
38,916
26,399
31,000
30
168
250
30
168
250
57,954
56,582
52,943
53,602
12,209
49,503
27,545
49,507
2,240
1,698
973
1,700
65,370
73,309
81,971
89,920
26,565
22,689
21,888
24,139
Charges From Water
164,338
203,781
185,320
218,868
20,863,270
21,393,539
21,509,380
23,684,513
Revenues
2013
Actual

Miscellaneous
$
2014
Actual
2015
Unaudited
500
625
2016
Budget
$
9,122,196
8,574,278
7,015,368
7,771,369
218,234
1,202,436
9,030
507,932
9,340,431
9,777,214
7,025,023
8,279,301
Cleveland Municipal Court - Judicial Division

$ (000)
25000.
670 - Intrdept Chg
20000.
650 - Maintenance
640 - Materials
15000.
630 - Contractual
620 - Oth Trng
10000.
515 - Benefits
510 - Salaries
5000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
134
General Government
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Administrative & Presiding Judge
37,950.00
37,950.00
Deputy Bailiff Administrative Assistant III
48,750.00
73,036.08
Deputy Bailiff Chief Bailiff
42,000.00
95,172.00
Deputy Bailiff Chief Probation Officer
58,333.00
95,172.00
Deputy Bailiff Court Administrator
79,167.00
120,966.08
Deputy Bailiff Deputy Court Administrator
71,667.00
109,506.14
Deputy Bailiff Dir Central Scheduling
52,500.00
77,868.00
Deputy Bailiff Probation Officer Supervisor
48,750.00
72,306.00
11
11
11
Judge
37,050.00
37,050.00
Scheduling Supervisor
40,343.06
56,227.81
32
32
32
1
Business Process Analyst
55,000.00
100,805.07
Court Interpreter Coordinator
39,167.00
58,678.56
62
59
62
Deputy Bailiff
27,491.00
59,612.94
Deputy Bailiff Accounts Coordinator
45,492.00
72,305.72
Deputy Bailiff Administrative Assistant I
34,167.00
52,206.42
Deputy Bailiff Administrative Assistant II
39,167.00
58,092.00
12
11
12
Deputy Bailiff Clerk Typist
24,525.00
52,378.31
Deputy Bailiff Clerk Typist Supervisor
39,167.00
58,092.00
Deputy Bailiff Court Interp II
40,342.00
61,630.00
Deputy Bailiff HR / Personnel Director
58,333.00
86,520.00
Deputy Bailiff Office Assistant
25,261.00
33,475.00
Deputy Bailiff Personnel Specialist
50,212.00
79,809.08
Deputy Bailiff Public Information Officer
48,750.00
72,306.00
Deputy Bailiff Scheduler I
22,284.00
50,117.58
Deputy Bailiff Supervisor
44,167.00
66,849.68
Deputy Bailiff Warrant Officer
27,492.00
58,092.00
12
11
12
Personal Bailiff
63,969.00
79,065.89
128
115
127
48,750.00
74,489.64
PROFESSIONALS
1
February 1, 2016
Dep Bail Alcohol & Drug Treatment Case Manager
General Government
General Fund
135
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Deputy Bailiff Caseflow Coordinator
52,500.00
78,654.24
Deputy Bailiff Chief Court Reporter
52,500.00
80,219.61
Deputy Bailiff Chief Magistrate
71,667.00
106,296.00
Deputy Bailiff Chief Social Worker
48,750.00
77,868.00
Deputy Bailiff Court Reporter
52,500.00
80,219.61
Deputy Bailiff Database Administrator III
64,167.00
96,132.96
Deputy Bailiff Deputy Chief Pro Officer
58,333.00
98,046.19
Deputy Bailiff Deputy Director IT
64,167.00
95,172.00
Deputy Bailiff Director IT
71,667.00
106,296.00
Deputy Bailiff Drug Court Coordinator
52,500.00
77,868.00
Deputy Bailiff Education & Training Specialist
50,212.00
79,809.08
Deputy Bailiff Employment Specialist
48,750.00
73,036.08
Deputy Bailiff Grant Administrator
66,093.00
95,172.00
Deputy Bailiff Help Desk Supervisor
50,212.00
76,710.00
Deputy Bailiff Jury Coordinator
50,212.00
76,710.00
Deputy Bailiff Magistrate
58,333.00
86,520.00
Deputy Bailiff Mediation Coordinator
48,750.00
73,036.08
Deputy Bailiff Network Engineer I
39,167.00
58,092.00
Deputy Bailiff Network Engineer II
44,167.00
64,890.00
Deputy Bailiff Probation Systems Admin/Trainer
48,750.00
72,306.00
Deputy Bailiff Probation Training Coordinator
44,167.00
64,890.00
Deputy Bailiff Program Analyst I
39,167.00
58,092.00
Deputy Bailiff Program Analyst II
52,500.00
77,868.00
Deputy Bailiff Project Manager II
64,167.00
95,172.00
Deputy Bailiff Psychiatric Social Worker
34,167.00
50,676.00
Deputy Bailiff Senior Magistrate
58,333.00
92,595.60
Deputy Bailiff System Analyst II
52,500.00
77,868.00
Docket Coordinator
48,750.00
73,036.08
Judicial Assistant
40,343.00
48,410.00
45
44
45
Probation Officer General
34,035.00
61,981.28
Small Claims Magistrate
20,800.00
56,244.49
94
86
94
48,750.00
72,306.00
PROTECTIVE SERVICES
1
Deputy Bailiff Chief of Security
February 1, 2016
General Fund
136
General Government

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
NON EEO REPORTING

1
Deputy Bailiff Computer Specialists II
45,492.00
69,498.00
T.I.P. Office Assistant
25,921.00
38,222.00
Website Content Specialist
45,493.00
54,590.00
5
TECHNICIANS
Deputy Bailiff Ch Dep Bailiff
58,333.00
86,520.00
Deputy Bailiff Finance Director
52,500.00
77,868.00
Deputy Bailif Network Eng III
52,500.00
77,868.00
Deputy Bailiff Technical Support Specialist I
27,083.00
40,170.00
Deputy Bailiff Technical Support Specialist II
39,167.00
58,092.00
Deputy Bailiff Technical Support Specialist III
44,167.00
64,890.00
266
243
266
TOTAL FULL TIME
PART TIME
1
52,500.00
80,219.61
Deputy Bailiff Law Clerk
20,000.00
25,466.54
Deputy Bailiff Spec Proj Off
48,750.00
74,489.64
Judge
37,050.00
37,050.00
Muni Court Psychologist
99,299.20
216,987.49
10
10
TOTAL PART TIME
275
253
276
TOTAL DIVISION
February 1, 2016
General Government
General Fund
CLEVELAND MUNICIPAL COURT - CLERK'S DIVISION
137
Earle B. Turner, Clerk Of Municipal Court

Cleveland Municipal Court - Clerk's Division
Mission Statement
To record and process all matters decided in the Cleveland Municipal Court.
The Clerk of Municipal Court has the power to administer oaths, take affidavits, and issue judgments including
those for unpaid costs, process subpoenas, and approve all bonds, etc. The Clerk is responsible for keeping all
journals, records, books, and papers of the Court, recording its proceedings, and performing all other duties
prescribed by Judges of the Court. He receives and collects all costs, fees, fines, penalties, bail, and other monies
payable to the office or to any office of the Court.
The Clerk was appointed to operate the Parking Violations Bureau (P.V.B.) on June 1, 1985. The P.V.B. was
established in response to state law which allowed municipalities to decriminalize parking violations, making
parking violations a civil offense, collectible by civil procedure of garnishment. The Clerks duties involve the
collection of issued parking violations and photo safety violations, keeping records of each violation, mailing
notices, and collecting past due violations.
Working in conjunction with the Judicial Division, the Police Department, and the Prosecutors Office, a primary
objective is to design, develop, and implement an automated information system to perform more effectively and
accurately in both the criminal and civil divisions. This will provide instant update information for public
professionals and others.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To oversee the operations of the Civil Division, Criminal Division, Finance, and Parking
Violation Bureau.
ACTIVITIES:
All Functions relative to the management and support to the various divisions of the Clerk of
Courts office. Administration also serves as the liaison between the Clerks office and the
other divisions of the Court, the City of Cleveland, and the Public at large.
PROGRAM NAME:
OBJECTIVES:
CIVIL
To collect and disburse revenue, keep and maintain all appropriate and accurate records
resulting from Civil Proceedings.
ACTIVITIES:
Process filings for Small Claims, Trusteeships, General Division Filings, and all Housing Court
matters. Process and disburse funds as ordered by the court Garnishments and other types of
attachments. Process and disburse funds as ordered by the Housing Court for Rent Deposit.
PROGRAM NAME:
OBJECTIVES:
CRIMINAL
To collect and disburse revenue from criminal proceedings.
ACTIVITIES:
Process felony, misdemeanor, minor misdemeanor, housing, and traffic cases. Process and
disburse funds as ordered by the Codified Ordinance of the State of Ohio and the City of
Cleveland.
PROGRAM NAME:
OBJECTIVES:
FINANCE
To disburse revenue collected by the Civil, Criminal, and Parking Violations Bureau Divisions
and maintain the accounting records.
ACTIVITIES:
Review and appraise the soundness, adequacy and application of accounting, financial, and
other operating controls in compliance with the established policies and procedures.
Support Civil, Criminal and Parking Violations Bureau Divisions accountability, internal
controls and adherence to the ordinances, statues and judges orders in all finance-related
activities.
February 1, 2016
General Fund
138
General Government
PROGRAM NAME:
OBJECTIVES:
PARKING VIOLATIONS BUREAU & PHOTO SAFETY DIVISION

To collect fines from Parking Violations, Photo Infractions, and Civil Code Violations issued in
the City of Cleveland.
ACTIVITIES:
Supply vendor-produced tickets and associated handheld devices, to parking enforcement

agencies and code violation enforcement agencies. Process payments for Parking, Photo,
and Code tickets. Provide hearings, keeping records of all adjudication processes for parking
tickets, photo violation tickets, and civil code violations.
February 1, 2016
General Government
General Fund
139
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
6,063,875
2015
Unaudited
5,979,264
2016
Budget
6,140,554
6,506,279
Elected Officials
58,191
58,191
58,924
58,191
Part-Time Permanent
86,134
101,688
104,580
95,550
Student Trainees
25,950
31,058
27,631
28,000
Longevity
59,200
62,775
62,875
63,850
Separation Payments
22,093
29,069
40,648
30,000
Overtime
Benefits
Hospitalization
18,989
17,543
20,635
20,000
6,334,432
6,279,588
6,455,846
6,801,870
1,276,899
1,333,698
1,520,393
1,666,793

Prescription
Dental
Vision Care
238
261,479
239,405
276,730
305,987
91,496
84,182
80,286
86,784
8,938
8,114
7,761
9,540
850,015
875,945
896,840
941,252
Fica-Medicare
82,078
81,728
84,780
90,940
82,049
83,485
74,299
159,996
Life Insurance
6,316
6,141
6,108
7,584
2,037
6,630
5,000

Travel
2,661,544
2,712,698
2,953,826
3,273,876
6,061
1,302
600
4,627
1,354
600
35
35
62
100
35
10,722
2,718
1,300
3,970,658
4,202,782
825,951
770,000

Property Rental
648
28,030
21,391
22,729
24,000
1,380
2,340
2,340
4,380
2,297
40,967
88,000
70,000
50,000
Equipment Rental
175
150
(546)
Other Contractual
60,000
88,780
55,512
65,000

Office Supplies
Postage
Computer Hardware
Small Equipment
4,101,210
4,404,090
978,283
913,380
1,022
1,000
1,000
367,396
332,106
432,335
335,000
2,012
4,733
43,967
12,834
7,500
27,008
10,822
3,558
February 1, 2016
General Fund
140
General Government
2013
Actual
Food
Other Supplies
Maintenance
2014
Actual
154
641
662
500
11,253
28,907
12,000
8,086
12,696
11,558
8,000
419,651
412,486
492,866
363,000
4,379
9,155
16,101
7,000
80
Car Washes
1,741
120
$
444
240
$
11,136
800
190
1,000
240
4,579

2016
Budget
11,252

Cash Short & Over
2015
Unaudited
240
16,785
8,240
5,000
333
43
190
1,133
43
5,000
57,520
58,976
71,942
72,838
13,320
5,433
3,290
5,006
75,302
78,549
77,812
85,538
Charges From M.V.M.
1,929
5,883
4,093
4,360
148,071
148,841
157,137
167,742
13,669,712
13,980,695
11,057,504
11,534,408
Revenues
2013
Actual
2014
Actual
359,464
10,010,469
Miscellaneous
10,446,074
366,427
14,213,563
76,141
$
2015
Unaudited
14,655,712
7,394,261
75,722
$
435,820
2016
Budget
5,839,045
4,600
$
7,834,681
462,619
1,786
6,303,450
Cleveland Municipal Court - Clerk's Division

$ (000)
14000.
670 - Intrdept Chg
12000.
660 - Claims
10000.
650 - Maintenance
640 - Materials
8000.
630 - Contractual
6000.
620 - Oth Trng

515 - Benefits
4000.
510 - Salaries
2000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
141
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

157
147
157
158
148
158
Chief Deputy Clerk
20,800.00
93,435.40
Clerk of Courts
58,191.00
58,191.00
20,800.00
93,435.40
10.00
11.37
TOTAL FULL TIME
PART TIME
11
13
Chief Deputy Clerk
17
17
Student Assistant
28
30
TOTAL PART TIME
186
156
188
TOTAL DIVISION
February 1, 2016
General Fund
142
General Government
CLEVELAND MUNICIPAL COURT - HOUSING DIVISION

Raymond L. Pianka, Judge
Cleveland Municipal Court - Housing Division
Mission Statement
To improve the quality of life for citizens living and working in the City of Cleveland by enforcing
City ordinances, State, and Federal laws.
The Housing Court has jurisdiction over criminal cases involving violations of the City's housing, building, fire,
zoning, health, waste collection, sidewalk and agricultural and air pollution codes. The Court also hears civil cases
involving landlord/tenant disputes.
We are committed to improving the quality of life in our neighborhoods. Through fair, tough, compassionate
adjudication and mediation the court strives to protect the health, safety and aesthetics of the properties and
physical environments of our communities.
PROGRAM NAME:
OBJECTIVE:
"CLEAN HANDS" DOCKET

To require plaintiffs who have failed to appear in Housing Court criminal cases to answer their
criminal charges before proceeding before the Housing Court in civil eviction actions.
ACTIVITY:
Court personnel screen eviction actions filed in the Housing Court to determine whether any
plaintiffs have outstanding warrants in Housing Court criminal cases. The eviction action is
halted, until the plaintiff/property owner appears before the Judge in the criminal case.
When the property owner has "clean hands," that is, no outstanding warrants in the Housing
Court, the eviction action may proceed.
PROGRAM NAME:
OBJECTIVE:
COMPREHENSIVE PLEA/SENTENCING
Whenever possible, to include in plea agreements, sentences and probation agreements
solutions that address all problem properties owned by the defendant in the City of
Cleveland.
ACTIVITY:
The Court, in sentencing or as a community control sanction, may require defendants who
own multiple properties to report the status of those properties, make a realistic assessment
of their ability to maintain those properties, develop and execute a property management
plan, and if necessary, begin to transition the properties to responsible, beneficial owners. In
some cases, it may be necessary for a defendant to transfer the properties to beneficial
owners to remain out of jail. This assessment and planning is accomplished through a series
of meetings with the prosecutors, Magistrates, and the assigned Housing Specialist.
Interested members of the community occasionally may participate as well.
PROGRAM NAME:
OBJECTIVE:
CORPORATE DOCKET
To secure the attendance of a corporation, LLC, or other business entity named as criminal
defendant when the entity fails to appear in court to answer criminal charges filed against it.
ACTIVITY:
The entity is ordered to appear and service is sent out to the entity's address of record, with
courtesy copies sent to corporate officers' personal addresses. If the entity again fails to
appear, the Court orders the entity to show cause why it should not be held in contempt of
court. If the business entity fails to appear at the show-cause hearing, the Court imposes
daily financial sanctions until the defendant appears and enters a plea. This practice has
been successful in encouraging corporate defendants to appear in Court to answer the
charges against them.
PROGRAM NAME:
OBJECTIVE:
COURT COMMUNITY SERVICE (CCS)

To compel defendants who have failed to maintain their properties to give back to the
communities they have harmed.
February 1, 2016
General Government
General Fund
143
ACTIVITY:
The Housing Court may order defendants convicted of code violations to complete a
specified number of hours of community service, administered through Court Community
Service. Some are ordered to perform their community service hours in a specific area of
Cleveland, to compensate that neighborhood for the damage caused by the defendant's
failure to maintain properties. That community service work is supervised by the Housing
Court Compliance Specialist, or another member of the Housing Court staff. The Court has
ordered other CCS to clean up vacant lots, clean out properties, perform yard work, secure
vacant structures, and make minor repairs at properties that are the subject of pending cases
in the Court.
PROGRAM NAME:
OBJECTIVE:
HOUSING COURT CLINIC

To provide the owners and occupants of properties in the City of Cleveland with access to
information regarding landlord/tenant issues.
ACTIVITY:
The Housing Clinic is open daily from 8:30 a.m. until 4:00 p.m., on a walk-in basis. Housing
Specialists are available to meet with persons who need information regarding Ohio
landlord-tenant law, City ordinances, and Housing Court procedure. The Specialists can
provide information, as well, about home repair resources and programs. While they are not
attorneys, and cannot give legal advice, the Housing Specialists are a valuable resource for
basic information needed by landlords, tenants, and property owners.
PROGRAM NAME:
OBJECTIVE:
MEDIATION/ALTERNATIVE DISPUTE RESOLUTION

To provide parties with an opportunity to resolve their disputes by agreement, with
assistance from Court personnel. This enables parties to address the issues raised in the case
before the Court, as well as issues that go beyond the limits of the pleadings. The parties
often are able to fashion a win-win solution that might not be achievable through a trial.
ACTIVITY:
The Court employs a mediation specialist and an Alternative Dispute Resolution Specialist to
offer the parties this option at most stages of both criminal and civil cases. Housing
Specialists provide assistance with mediations, as do the Court's Staff Attorneys and Judicial
Clerk. The Alternative Dispute Resolution Specialist, an attorney with significant court
experience, has aided parties in resolving numerous complex civil cases set for jury trial. In a
number of criminal cases, disputes involving the City, contractors and homeowners have
been resolved to the satisfaction of all parties.
PROGRAM NAME:
OBJECTIVE:
NEIGHBORHOOD ADVOCATES
To provide neighborhood advocates who are paid staff members from local community
development organizations and community residents with a forum to obtain information
that will allow them to be successful in the implementation of code enforcement strategies.
ACTIVITY:
Quarterly meetings are hosted by the Housing Court at which speakers present valuable
information regarding various pertinent topics, such as lead abatement, fair housing, and
nuisance abatement. Representatives from the Department of Building & Housing, Public
Health Department, Community Development, Cuyahoga County Land Bank, the Cleveland
Clinic, Foreclosure and Fair Housing experts, and many others are in attendance.
PROGRAM NAME:
OBJECTIVE:
NUISANCE ABATEMENT/"TOOL KIT"

To educate the public regarding options available to compel the repair or demolition of
nuisance properties in their neighborhoods.
ACTIVITY:
The Court has developed written materials for neighbors interested in participating in the
code enforcement process. The Court conducts regular meeting with residents interested in
the issue of code enforcement, with presenters discussing relevant issues including
receivership, home maintenance, court procedure, mental health issues presented by
defendants, etc.
February 1, 2016
General Fund
144
General Government
PROGRAM NAME:
OBJECTIVE:
PLACARD PROGRAM
To inform neighbor residents that the property is the subject of an action in the Housing
Court, and to give the residents the ability to contact the Court for information about the
pending case, and the individuals or entities in control of the property, to voice their
concerns.
ACTIVITY:
The Court can post placards on vacant and abandoned properties that are the subject of
Housing Court cases. The placard includes contact information for the owner, bank or lending
institution if the property is in foreclosure, and the Housing Specialist assigned to the case. In
addition, information regarding the Sheriff's Sale, if one is scheduled or has occurred (date of
sale; purchaser) also may be posted on the property. The Court's Bailiffs visit the property
weekly and report to the Judge on the conditions they observe.
PROGRAM NAME:
OBJECTIVE:
PROPERTY-OWNER FORECLOSURE LETTERS

To inform owners in foreclosure of their responsibility to maintain the property while the
foreclosure is pending; also, to inform the Court of Common Pleas of properties in foreclosure
that likely are vacant.
ACTIVITY:
The Housing Court sends letters to the primary defendant of each foreclosure filed on
property in the City of Cleveland. The letter outlines the owner's rights and responsibilities,
and the potential criminal penalties the owner faces if the property is not maintained. The
Court maintains a database of the letters that are returned marked "vacant" by the U.S. Postal
Service. That information is forwarded to the Court of Common Pleas to assist in their vacant
property accelerated foreclosure docket.
PROGRAM NAME:
OBJECTIVE:
RECEIVERSHIP/NUISANCE ABATEMENT CASES

To fairly and efficiently adjudicate the receivership and nuisance abatement cases brought
before the Housing Court.
ACTIVITY:
Receivership actions are filed by neighbors and community development groups, and may
be filed by the City, in an attempt to stabilize deteriorating or vacant properties. Civil
nuisance abatement actions are filed by the City to compel owners to address conditions
which pose a threat to the health and safety of neighborhoods. Both of these types of filings
are increasing. Both types of cases are extremely time-intensive for the Housing Court staff,
requiring the work of the Judge, Magistrates, Housing Specialists, Staff Attorneys, and the
Court's ADR Specialist. These cases often call for one or more site visits and multiple
meetings with the parties; they may involve complex issues of liens and real estate title, as
well.
PROGRAM NAME:
OBJECTIVE:
SELECTIVE INTERVENTION PROGRAM ("SIP")

To assist first time offenders and owner occupants in bringing their property into compliance
with the City's ordinances within a prescribed period of time, to avoid a criminal record
resulting from the prosecution process.
ACTIVITY:
The Housing Court Judge refers cases to the Selective Intervention Program from the regular
criminal docket. SIP cases are supervised by an assigned Housing Court Specialist, who
assists the defendant in developing a compliance schedule, evaluating available resources,
and obtaining available assistance through City, County and neighborhood programs. The
Specialist supervises the defendant's efforts at bringing the property into compliance with
City ordinances, reporting to the Court regularly on the defendant's progress.
PROGRAM NAME:
OBJECTIVE:
WARRANT/CAPIAS PROGRAM
To locate defendants who fail to appear in court, and bring them before the Court to answer
criminal charges.
ACTIVITY:
The Warrant/Capias program is staffed by Housing Court Bailiffs and a Warrant Capias
Coordinator. Staff members search public records, contact neighbors and other individuals,
February 1, 2016
General Government
General Fund
145
visit properties, and follow up on leads to locate criminal defendants that fail to appear in
court.
PROGRAM NAME:
OBJECTIVE:
WHAT EVERY LANDLORD/TENANT SHOULD KNOW

To provide residents of the City of Cleveland with important information regarding Ohio
landlord tenant law and procedure.
ACTIVITY:
The Court offers classes to provide information and assistance to landlords, tenants, and
property owners regarding landlord/tenant duties and responsibilities, eviction procedure,
nuisance laws and ordinances, property maintenance, lead abatement and remediation, and
criminal case procedure. Classes for landlords are offered quarterly at the Justice Center;
classes for tenants are now being offered through appropriate social service agencies
throughout the City of Cleveland.
February 1, 2016
General Fund
146
General Government
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Elected Officials
2014
Actual
2,182,582
37,050
2015
Unaudited
2,269,339
37,050
2016
Budget
2,403,775
37,050
2,638,119
37,050
Part-Time Permanent
16,491
44,917
80,369
94,378
Longevity
14,875
14,525
14,250
15,550
Separation Payments
25,373
64,051
7,001
50,000
Bonus Incentive
53,179
14,500
Benefits
Hospitalization
2,329,549
2,444,382
2,542,445
2,835,097
311,624
349,227
406,147
434,158
615
Prescription
75,582
73,350
83,327
88,881
Dental
24,037
23,199
22,444
24,348
2,418
2,266
2,056
2,520
Vision Care
302,928
323,572
358,648
392,796
Fica-Medicare
32,864
33,685
35,687
41,099
27,062
30,379
27,819
27,006
Life Insurance
1,691
1,697
1,731
2,208
4,044
680
8,752
8,500
Clothing Allowance
3,000
3,300
6,063
5,250

Travel
785,866
841,355
952,674
1,026,766
3,165
1,203
3,612
1,700

6,568
4,431
7,009
10,600
10,040
10,512
10,638
10,000
19,774
16,146
21,259
22,300
24,699
50,768
22,789
111,000
Court Reporter
75
1,130
2,365
2,500
4,338
5,891
4,417
6,000
130
93
75
600
985
4,087
2,890
4,080
1,283
1,400
1,400
500

Other Contractual
$
February 1, 2016
31,509
61,968
33,935
126,080
General Government
General Fund
147
2013
Actual
Office Supplies
2014
Actual
2,077
Postage
Clothing
2015
Unaudited
1,269
82
2016
Budget
141
1,750
100
694
743
100
3,500
2,774
48
3,534
5,000
Other Supplies
2,737
1,676
3,902
11,220
7,364
5,940
4,694
5,000
Maintenance
15,728
9,676
12,371
26,570
500
168
144
256
1,000
13,471
12,859
10,848
10,983
Car Washes
168

144
256
500
1,971
9,151
4,885
8,344
29,400
23,637
23,481
25,757
Charges From M.V.M.
31,256
37,950
30,596
31,184
76,098
83,598
69,809
76,268
3,258,692
3,457,270
3,632,749
4,114,081
Revenues
2013
Actual
Miscellaneous
2014
Actual
1,007,459
28,464
$
1,035,923
935,487
2015
Unaudited
$
808,248
27,172
$
962,659
2016
Budget
$
214
$
808,462
876,212
876,212
Cleveland Municipal Court - Housing Division

$ (000)
4500.
4000.
670 - Intrdept Chg
3500.
650 - Maintenance
3000.
640 - Materials
2500.
630 - Contractual
2000.
620 - Oth Trng
1500.
515 - Benefits
510 - Salaries
1000.
500.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
148
General Government
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Housing Court Administrator
64,815.84
103,878.54
Judge
37,050.00
37,050.00
Personal Bailiff
63,969.00
79,065.89
3
Housing Court Administrative Assistant
23,063.94
58,939.38
Housing Court Receptionist
23,064.00
37,603.68
Housing Court Secretary
20,815.92
40,891.00
Housing Court Scheduler
23,063.94
54,755.16
4
PROFESSIONALS
Chief Housing Court Specialist
52,158.83
92,427.06
Deputy Bailiff Finance Officer
38,544.06
66,470.10
10
10
Housing Court Deputy Bailiff
22,173.84
54,367.68
Housing Court Coordinator
23,064.00
56,182.76
52,500.00
80,219.61
10
10
10
Housing Court Specialist
34,000.00
73,955.59
Housing Court Adr Specialist
42,178.00
90,045.81
Housing Court Chief Bailiff
38,884.00
94,348.04
Housing Court Chief Magistrate
71,667.00
125,383.66
Housing Court Compliance Specialist
35,000.00
50,000.00
Housing Court Magistrate
42,178.32
91,529.00
Housing Court Dp Bailiff / Judicial Clerk
21,993.75
54,490.42
Housing Court DP Bailiff / Staff Attorney
29,585.00
74,922.62
Project Coordinator
27,325.56
99,702.63
37
36
37
44,167.00
66,849.68
PROTECTIVE SERVICES
2
46
44
46
February 1, 2016
Deputy Bailiff Supervisor
TOTAL FULL TIME
General Government
General Fund
149
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
PART TIME
Deputy Bailiff Special Project Officer
48,750.00
74,489.64
Housing Court Deputy Bailiff
22,173.84
54,367.68
Housing Court Specialist
34,000.00
73,955.59
Student Aide
10.00
11.37
TOTAL PART TIME
48
48
50
TOTAL DIVISION
February 1, 2016
General Fund
150
Department of Aging
DEPARTMENT OF AGING
Jane Fumich, Director
Department of Aging
Mission Statement
To ensure Cleveland is an age-friendly community by enhancing the quality of life for Cleveland
seniors and adults with disabilities through advocacy, planning, service coordination, and the
delivery of needed services.
PROGRAM NAME:
ACCESS YOUR BENEFITS

(An Aging and Disability Resource Center Service)
OBJECTIVES:
To assist Cleveland seniors and adults with disabilities by screening them for eligibility for
public benefits programs and by helping them to enroll in the programs for which they are
eligible.
ACTIVITIES:
Screening seniors for their eligibility for public benefits using the automated Benefits
CheckUp system and assisting them in completing the applications and submitting the
applications either through the mail or online.
PROGRAM NAME:
OBJECTIVES:
AGE FRIENDLY CLEVELAND INITIATIVE

To increase the age friendliness of Cleveland in eight domains: communication and
information, civic participation and employment, transportation, outdoor spaces and
buildings, housing, community supports, social participation and respect, and social
inclusion.
ACTIVITIES:
The Department is participating in the World Health Organization's Global Network of Age
Friendly Cities and the AARP Network of Age Friendly Communities. An assessment of the
age friendliness of the city and the development of an action plan to increase age
friendliness are being undertaken.
PROGRAM NAME:
OBJECTIVES:
BED BUG ASSISTANCE PROGRAM

To assist low income seniors and adults with disabilities who are homeowners suffering with
an infestation of bed bugs at their residence.
ACTIVITIES:
Provision of extermination services and educational instruction to prevent reinfestation.
PROGRAM NAME:
OBJECTIVES:
CHORE PROGRAM
Enhance the quality of life for seniors and adults with disabilities, enabling them to remain
independent in their own homes.
ACTIVITIES:
Assist seniors and adults with disabilities with interior and exterior household chores
including lawn cutting, leaf raking and snow removal.
PROGRAM NAME:
OBJECTIVES:
CLEVELAND CARE CALLS

To ensure the safety of home bound seniors by providing a daily telephone reassurance call
to check on their well being.
ACTIVITIES:
Automated calls are sent to participating seniors on a daily basis to check on their well being.
The calls are monitored to be sure the senior responds.
February 1, 2016
Department of Aging
General Fund
DEPARTMENT OF AGING
151
PROGRAM NAME:
OBJECTIVES:
CLEVELAND TREE ASSISTANCE PROGRAM

To assist low-income seniors and adults with disabilities with the removal of hazardous
branches and trees on their personal property.
ACTIVITIES:
In collaboration with the Departments of Public Works and Community Development, tree
services are provided via a contracted service.
PROGRAM NAME:
ECONOMIC SECURITY
OBJECTIVES:
To assist economically vulnerable Cleveland seniors get the assistance they need to improve
their economic security.
ACTIVITIES:
Providing a comprehensive assessment of the seniors financial situation, developing a

holistic economic security plan that draws upon a wide range of potential benefits and
solutions, and assistance to ensure they receive the recommended services and programs.
PROGRAM NAME:
OBJECTIVES:
HOMELESS PREVENTION SERVICES FOR SENIORS

To identify and assist seniors and adults with disabilities (50-59 years of age) at risk of
homelessness.
ACTIVITIES:
Provide case management and linkage to social services to assist clients at risk of becoming
homeless.
PROGRAM NAME:
LONG TERM SUPPORT OPTIONS COUNSELING

OBJECTIVES:
To inform and guide seniors, adults with disabilities and informal caregivers in their
deliberations to make informed choices about long term supports targeting individuals with
the most immediate concerns, such as those at greater risks of institutionalization.
ACTIVITIES:
Essential components of these services include: gathering information, exploring options,

decision support, working with the client to develop an action plan, access to community
supports and follow-up.
PROGRAM NAME:
OBJECTIVES:
SENIOR HOMEOWNER ASSISTANCE PROGRAM

To assist seniors and adults with disabilities in obtaining critical repairs for their homes.
ACTIVITIES:
Provide financial assistance for critical health/safety home repairs for low income seniors and
adults with disabilities.
PROGRAM NAME:
OBJECTIVES:
SENIOR INITIATIVE
To help seniors and adults with disabilities avoid becoming victims of scam contractors and
to avoid citations for housing violations by providing resources to help with needed repairs.
ACTIVITIES:
Conduct home visits and work with clients to assist them with serious housing concerns.
February 1, 2016
General Fund
152
Department of Aging
DEPARTMENT OF AGING
PROGRAM NAME:
OBJECTIVES:
SPECIAL EVENTS
To provide helpful service information to Cleveland seniors.
ACTIVITIES:
Senior Day - a citywide celebration and recognition of the contributions our Cleveland
seniors have made to their community.
Cleveland Senior Walk - to promote exercise, good nutrition and healthy lifestyles for
Cleveland seniors.
Senior Power - is a collaborative program with the Division of Police, Emergency Medical
Services, the Division of Fire and the Department of Aging designed to increase knowledge
and awareness among older persons in the areas of crime prevention, fire hazards,
emergency services, scams, fall prevention and other programs for the elderly.
Disability Awareness Day - to promote awareness of the abilities of seniors and adults living
with disabilities.
PROGRAM NAME:
SPECIALIZED INFORMATION AND ASSISTANCE

OBJECTIVES:
This service links seniors and adults with disabilities with appropriate resources and/or
provides information about community agencies and organizations that offer services
specific to adults with disabilities, older adults and caregivers.
ACTIVITIES:
Provide current and unbiased information on services that support independence.
PROGRAM NAME:
OBJECTIVES:
SUPPORTIVE SERVICES/COMMUNITY OUTREACH

To identify and assist seniors and adults with disabilities in accessing services, benefits and
programs to ensure they receive adequate assistance in emergencies, the benefits to which
they are entitled and programs to help maintain independence
ACTIVITIES:
Participate in a variety of outreach activities to identify seniors and adults with disabilities in
need of assistance. Conduct assessments of older persons in their homes. Link seniors with
the services, benefits and programs needed to maintain safety and independence. Assist
seniors with utility shut off (i.e. gas, electric, water, etc.) and provide emergency food, access
to home delivered meals, job assistance, home repairs, and chore services. Serve as a liaison
with other City departments and agencies concerning services for the elderly. Serve as an
advocate for seniors to ensure they receive fair and equal treatment and the services they
need.
February 1, 2016
Department of Aging
General Fund
DEPARTMENT OF AGING
153
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
490,300
2015
Unaudited
539,909
2016
Budget
516,228
566,826
644
57,514
50,681
51,799
78,540
1,075
2,025
1,550
1,975
3,564
3,564
76,441
30,556
19
58
625,331
596,198
573,842
677,897
46,741
52,698
85,206
101,561
Prescription
8,223
9,969
16,446
19,189
Dental
3,819
4,592
4,895
5,604
553
577
616
672
72,280
75,600
79,534
91,047
8,699
7,815
8,061
9,384
10,000
9,515
7,133
6,523
370
375
419
480
10,916
Vision Care
Fica-Medicare
Life Insurance
Travel
150,685
161,142
202,311
245,376
474
6,289
5,857

505
125
445
445
203
507
599
6,734
6,505
101,486
103,373
101,514
97,120
425
55
236
973
768
983
1,174
50
100
2,711
2,210
1,725
2,149
2,323
41,750
51,837
51,837
49,950
Program Promotion
Property Rental
Other Contractual
Computer Supplies
147,345
160,566
156,110
150,729
323
Clothing
74
877
330
Hardware & Small Tools
156
310
99
396
February 1, 2016
General Fund
154
Department of Aging
DEPARTMENT OF AGING
2013
Actual
Food
2014
Actual
2015
Unaudited
2016
Budget
2,645
3,232
3,258
8,200
120
140
140
205
Other Supplies
1,132
636
400
739
1,291
1,533
3,668
4,245
3,996
3,591
774
4,280
Printed Materials
Maintenance
9,569
10,010
8,340
18,874
100
Car Washes
Indirect Cost
268
48
256
320
268
48
256
420
(865)
(865)
7,948
7,071
7,824
7,190
Charges From Water
8,649
49,074
39,024
33,896
37,183
11,122
14,807
10,289
11,346
Charges From M.V.M.
18,192
24,795
17,177
18,343
86,336
94,346
69,186
74,062
1,406
22,631
1,406
22,631
1,019,176
1,024,315
1,039,410
1,173,863
Revenues
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
400
Grant Revenue
390
Miscellaneous
6,872
16,803
20,714
200
February 1, 2016
7,262
16,803
21,114
200
Department of Aging
General Fund
DEPARTMENT OF AGING
155
Department of Aging
$ (000)
1000.
900.
699 - Exp Recovery
800.
670 - Intrdept Chg

660 - Claims
700.
650 - Maintenance
600.
640 - Materials
500.
630 - Contractual
400.
620 - Oth Trng

300.
515 - Benefits
200.
510 - Salaries
100.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
Department of Aging
156
DEPARTMENT OF AGING
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Director of Aging
50,795.81
182,067.01
10.00
22.62
PARA-PROFESSIONALS
3
Geriatric Outreach Worker
PROFESSIONALS
0
Aging Services Administrator
27,193.55
115,424.36
Grants Administrator
22,333.40
77,446.20
Project Coordinator
27,325.56
99,702.63
Supervisor Admin Services-Data
20,800.00
58,564.01
10
10
10
20,800.00
64,132.74
TOTAL FULL TIME
PART TIME
1
Asst Aging Services Administrator
Geriatric Outreach Worker
10.00
22.62
Intake Specialist
10.00
17.21
Project Director
22,333.40
82,706.96
TOTAL PART TIME
13
13
13
TOTAL DIVISION
February 1, 2016
General Fund
157
Deborah Southerington, Director

Mission Statement
The Department of Human Resources is committed to providing quality, uniform and cost
effective services to over 9,000 diverse City employees in the areas of Personnel Administration,
Training, Employee Benefits & Relations, Equal Employment Opportunity, Employee Safety,
Labor Relations, and Unemployment Compensation in order to better serve the employees and
the citizenry of the City of Cleveland.
PROGRAM NAME:
OBJECTIVES:
EMPLOYEE HEALTH AND BENEFITS

To administer, coordinate and promote an understanding of the Employee Benefits Programs
to all City of Cleveland employees. Coordinate, promote and provide services that encourage
healthy minds and bodies.
ACTIVITIES:
Administer the City's medical, dental, vision and life insurance programs for all eligible
employees. Seek, develop and/or negotiate cost-effective health care plans. Maintain federal
compliance for HIPAA/COBRA regulations. Plan and implement employee recognition
programs to improve employee morale. Coordinate charitable campaigns for various nonprofit groups. Monitor and appeal disputed unemployment compensation claims.
Coordinate free wellness classes and conduct special events such as fairs, health screenings,
health awareness.
Growth Area: To focus on wellness, the health and well-being of all employees to reduce or
eliminate personal problems affecting employee health and work productivity. To create
programs geared to develop a work culture that supports and encourages a healthy way of
living as well as encourage and motivate our employees to embrace a healthier lifestyle.
PROGRAM NAME:
OBJECTIVE:
EMPLOYEE RECORDS
Maintain personnel files for all City of Cleveland employees.
ACTIVITIES:
Manage internal and external inquiries regarding city employees such as subpoenas and
public records requests. Manage and process employment verification for current and
former employees.
Growth Area: Document Imaging, electronic storage and retrieval of employee records.
PROGRAM NAME:
OBJECTIVES:
GENERAL ADMINISTRATION
To assist departments with policies governing hiring practices and processes. To provide
support and assistance in coordinating human resources programs and acting as a liaison
with staff, other City Departments and the general public with regard to city personnel and
human resources services.
ACTIVITIES:
Develop, implement and administer work policies and procedures applicable to City of
Cleveland employees. Implement affirmative action and equal employment policies and
procedures throughout the City of Cleveland. Ensure that the hiring process is in compliance
with with civil service rules and collective bargaining agreements. Serve as point of contact
for federal and state agencies, municipalities, local businesses and outside agencies seeking
employment and statistical data concerning the City of Cleveland's workforce; processing
questionnaires, surveys and request for information. Assist departments in filling vacancies
by providing qualified candidates and ensure compliance with Equal Employment
Opportunity (EEO) principles and guidelines. Establish recruitment and outreach programs
to identify candidates for professional, summer and seasonal positions as well as other
programs. Maintain and support the integrated Human Resource Management System.
February 1, 2016
General Fund
158

Growth Area: Manage Training Programs, HR Newsletter, administer Performance

Management, implement recruitment and outreach processes and programs within the
guidelines of City policy. Coordinate Succession Planning, Civil Service and Human Resources
Policy Development.
PROGRAM NAME:
OBJECTIVE:
HRIS
To manage and support the information systems for all service areas of the department.
ACTIVITIES:
Develop, implement and modifies system requirements. Maintain internal database files and
tables for all city employees. Develop customized reports for city departments/divisions.
Conduct ongoing needs assessment and provide training to meet those needs.
Growth Area: EHRMS administration, report writing, training, centralized forms development,
policy and training. Continue to explore additional automation and employee self-service
functionality.
PROGRAM NAME:
OBJECTIVE:
LABOR RELATIONS
To negotiate and administer City of Cleveland's labor agreements and to enforce affirmative
action and Equal Employment Opportunity.
ACTIVITIES:
Provide leadership to collective bargaining contract negotiations. Investigate and resolve

grievance issues promptly. Administer the terms and conditions of all of the City's collective
bargaining agreements and provide contract management. Provide training to managers on
the labor relations process and any changes in the contracts. Compile and monitor data
within City of Cleveland departments for EEO compliance. Investigate complaints of
discrimination and harassment to expedite a resolution. Prepare various compliance reports
for governmental agencies. Act as American with Disabilities liaison for all City departments.
Growth Area: Policy Development, Compensation, FMLA, and ADA Administration.
PROGRAM NAME:
OBJECTIVES:
PERFORMANCE MANAGEMENT
Administer a comprehensive performance management program that involves key elements
of planning, monitoring, developing, rating and rewarding.
ACTIVITIES:
Manage and coordinate employee performance evaluations. Establish/provide city-wide

training programs.
PROGRAM NAME:
OBJECTIVES:
TRAINING AND DEVELOPMENT

To increase the knowledge and skills of City of Cleveland employees through education,
training, research and development. Develop programs that develop soft skills, interpersonal
skills, communication, customer service and that enhance productivity, quality of work,
promote building employee loyalty, increase individual and organization performance, and
growth potential through developing their skills and knowledge.
ACTIVITIES:
Conducts city-wide training programs in compliance with City policies and procedures, and
other governmental mandates. Coordinate educational programs to meet specific training
needs of the City of Cleveland departments.
Growth Area: Training Coordination, Needs Assessment, Program Development, Train-theTrainer. Develop programs for supervisory, management and leadership for employees in
lower positions; develop employee career paths and succession plan.
February 1, 2016
General Fund
159
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
904,398
2015
Unaudited
963,552
2016
Budget
847,395
956,223
7,935
21,106
16,664
14,254
13,452
22,292
4,925
5,225
5,050
4,525
226
226
9,298
10,376
14,056
10,000
92
144
935,376
993,778
888,114
1,014,146
124,792
139,139
152,258
178,749

Prescription
Dental
Vision Care
301
25,461
24,717
28,706
35,708
7,777
7,929
6,740
8,352
811
840
707
900
128,582
138,020
122,868
140,670
Fica-Medicare
13,100
13,873
12,368
14,710
14,164
13,776
11,295
9,292
Life Insurance
655
$

Travel
710
315,644
241
602
816
339,004
335,542
389,197
3,663
2,000
9,560
7,324
4,228
3,500
Other Training Supplies
1,335
167
500

9,000
11,303
7,979
7,891
15,000
590,125
406,226
464,470
630,500
COBRA-Medical Coverage
Wellness Expense Healthspan
Other Contractual
Refunds & Miscellaneous
260,000
36,000
156
44
160
200
3,178
480
4,000
1,749
1,901
2,429
2,500
1,666
45,625
120
260,120
260,000
655
637,855
673,250
3,377
$
730,920
933,000
February 1, 2016
General Fund
160

2013
Actual
Office Supplies
2014
Actual
Postage
204
Computer Supplies
2015
Unaudited
2016
Budget
74
1,500
48
170
1,980
2,000
Chemical
(2,432)
Medical Supplies
100
Food
568
177
600
325
660
1,461
1,000
1,501
2,181
1,596
1,500
Paper And Other Printing Suppl

Other Supplies
Maintenance
1,996
1,982
4,535
6,700
735
800
735
800
3,032
2,945
3,606
3,651
35,526
37,512
16,189
44,115
22,487
48,393
27,273
30,078
54,747
62,944
74,994
82,122
1,956,921
2,078,936
2,042,731
2,440,965
Revenues
2013
Actual
Miscellaneous
2014
Actual
160
595,440
$
595,600
2015
Unaudited
788
15,533
$
16,321
2016
Budget
83,648
$
83,648
24,460
24,460

$ (000)
2500.
670 - Intrdept Chg
2000.
650 - Maintenance
640 - Materials
1500.
630 - Contractual
620 - Oth Trng
1000.
515 - Benefits
510 - Salaries
500.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
161
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Director-General
36,590.39
146,639.64
Director of Personnel and Human Resources
50,795.81
182,067.01
Labor Relations Manager
30,214.95
115,924.76
HR Fiscal Administrator
22,333.40
65,528.58
HR Program Planning and Mgmt Administration
26,273.96
84,984.86
10
10
10
20,800.00
48,986.27
1
Private Secretary to the Director
PROFESSIONALS
1
27,193.55
115,424.36
Budget Analyst
20,800.00
54,612.13
Labor Relations Assistant
20,800.00
55,528.34
Labor Relations Officer
27,325.56
85,577.88
Senior Systems Analyst
20,800.00
42,414.34
Supervisor of Computer Operations
30,214.95
91,848.40
18
15
17
10.00
11.37
20,800.00
40,556.67
TOTAL FULL TIME
PART TIME
0
Student Assistant
TOTAL PART TIME
19
17
19
TOTAL DIVISION
February 1, 2016
General Fund
162
Department of Law
DEPARTMENT OF LAW
Barbara A. Langhenry, Director
Department of Law
Mission Statement
To promote the interests of the City of Cleveland and its residents by providing sound legal advice to the City,
its agencies, officials, and employees; to protect the Citys legal rights and interests in all legal proceedings;
and to fairly and aggressively prosecute all who undermine the quality of life in Cleveland by violating the
Citys laws.
PROGRAM NAME:
OBJECTIVES:
BUILDING, HOUSING, HEALTH, FIRE AND TAX CODE ENFORCEMENT

To improve the quality of life in Cleveland by fairly and aggressively enforcing the Citys
building, housing, health, fire and tax codes.
ACTIVITIES:
Prosecute violations of the various City codes in the appropriate forum. Advise City officials
and employees on the applicability and interpretation of the Citys codes to particular
situations.
PROGRAM NAME:
OBJECTIVES:
CITY REPRESENTATION IN CIVIL LITIGATION

To effectively represent the City of Cleveland in all civil proceedings and expedite the
resolution of claims filed with the City.
ACTIVITIES:
Represents the Cityin court actions involving claims filed on behalf of and against the City,
including the abatement of nuisances, environmental cleanup, defense of the Citys laws,
suits for the collection of taxes, claims by the City against persons who have damaged City
property, and defense of various legal claims. Process personal injury and property damage
claims for and against the City.
PROGRAM NAME:
OBJECTIVES:
CRIMINAL INVESTIGATIONS, MEDIATION AND PROSECUTIONS

To represent the City of Cleveland in misdemeanor criminal proceedings before the
Cleveland Municipal Court, process felony charges on behalf of the State of Ohio, and operate
an effective and appropriate neighborhood alternative dispute resolution program.
ACTIVITIES:
Prosecute criminal actions before the Cleveland Municipal Court and process felony charges
on behalf of the State of Ohio. Conduct citizen complaint intake interviews annually and
mediation hearings through the Community Prosecution and Mediation Program.
PROGRAM NAME:
OBJECTIVES:
DOMESTIC VIOLENCE PROGRAM

To use a collaborative effort between prosecutors, safety forces, and witness/victim
advocates to conduct criminal investigations and prosecute offenders of domestic violence
and stalking crimes in the Citys neighborhoods.
ACTIVITIES:
An established specialized domestic violence protection unit that develops evidence and
prosecutes domestic violence and stalking crimes, even when the victim is unwilling to
cooperate.
PROGRAM NAME:
OBJECTIVES:
LEGAL ADVISOR TO CITY AGENCIES, OFFICIALS, AND EMPLOYEES

To serve as daily legal advisor to all City agencies, officials, and employees.
ACTIVITIES:
Provide legal advice and counsel to the Administration and City Council on legal issues that
arise out of City operations in all areas of the law, including labor and employment, real
estate, health, environment, utilities, aviation, economic development, and all aspects of
municipal law. Prepare contracts, legislation, legal opinions, and other legal documents.
PROGRAM NAME:
OBJECTIVES:
PUBLIC RECORDS MANAGEMENT

To oversee a timely and complete response to requests for public records.
ACTIVITIES:
Coordinate and monitor the timely collection and dissemination of documents responsive to
requests for public records.
February 1, 2016
Department of Law
General Fund
DEPARTMENT OF LAW
163
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
4,429,664
(1,308)
Student Trainees
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
2015
Unaudited
4,565,848
2016
Budget
4,513,414
3,205
4,960,976
5,215
27,375
27,700
26,725
25,525
119
119
38,865
61,992
45,859
84,000
4,499,811
4,655,664
4,589,323
5,070,501
557,432
609,815
698,094
788,801

Prescription
Dental
Vision Care
1,431
136,202
129,680
149,562
168,355
40,364
40,036
38,111
42,345
4,332
4,128
3,907
4,808
630,438
666,735
660,363
713,074
Fica-Medicare
60,761
62,866
61,247
67,810
68,985
61,456
58,127
68,927
Life Insurance
3,097
$

Travel

3,072
1,577,748
2,947
6,025
3,844
1,672,485
1,857,964
8,770
6,500
23,100
1,450
23,295
2,000
144,758
80,769
100,521
150,000
170,805
88,244
132,586
158,500
1,285,316
1,393,896
2,613,313
2,000,000
Court Reporter
74,987
Program Promotion
Other Contractual
Office Supplies
3,032
1,503,041
67,418
65,801
135
1,437
1,473
1,644
1,500
250
250
9,273
653
4,743
5,000
38,466
40,000
77,761
1,409,479
1,503,440
2,286
2,739
Postage
75,000
37,891
2,763,645
1,081
2,119,641
3,000
644
358
1,585
1,500
Computer Software
3,786
4,263
5,906
5,725
5,000
10,979
9,002
8,391
9,500
February 1, 2016
General Fund
Department of Law
164
DEPARTMENT OF LAW
2013
Actual
Court Costs
2014
Actual
25,413
15,591
1,894,063
Other Refunds & Adjustments
2016
Budget
14,820
3,505,341

2015
Unaudited
4,036,110
20,000
2,500,000
500
1,919,475
3,520,932
4,051,430
2,520,000
19,039
18,298
20,912
21,172
48,787
44,943
50,953
55,893
8,443
8,575
6,156
6,789
Charges From M.V.M.
1,449
3,024
1,300
1,890
77,717
74,841
79,320
85,744
9,591,308
11,429,871
13,297,180
11,821,850
Revenues
2013
Actual

Miscellaneous
$
2014
Actual
2015
Unaudited
18
2016
Budget
16,526
1,210
13,939
227,753
88,441
14,375
8,000
244,279
89,669
28,314
8,000
Department of Law
$ (000)
14000.
12000.
670 - Intrdept Chg

660 - Claims
10000.
640 - Materials
8000.
630 - Contractual
620 - Oth Trng
6000.
515 - Benefits
4000.
510 - Salaries
2000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
Department of Law
General Fund
DEPARTMENT OF LAW
165
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

6
Chief Assistant Director of Law
31,500.00
130,083.54
Chief Assistant Prosecutor
36,750.00
143,195.23
Chief Corporate Counsel
36,750.00
143,195.23
Chief Counsel
36,750.00
143,195.23
Chief Trial Counsel
36,750.00
143,195.23
Director of Law
50,795.81
182,067.01
First Assistant Prosecutor
31,500.00
130,083.54
Supervisor of Hardware Evaluation
30,214.95
91,848.40
13
11
12
20,800.00
47,303.11
12.47
17.43
23,647.11
69,041.87
10.00
24.50
6
Legal Secretary
Senior Clerk
6
PARA-PROFESSIONALS
Chief Legal Investigator
Claims Examiner
Docket Clerk
20,800.00
37,422.27
Paralegal
20,800.00
45,020.62
7
PROFESSIONALS
27,193.55
115,424.36
20,800.00
58,564.01
24
20
23
Assistant Director of Law I (S)
26,250.00
88,693.33
Assistant Director of Law I
26,250.00
82,780.43
Assistant Director of Law II
31,500.00
100,519.11
17
15
17
Assistant Prosecutor
23,100.00
100,519.11
Misdemeanor Investigator
20,800.00
48,972.49
26,273.96
84,984.86
Project Director
22,333.40
82,706.96
54
47
52
81
69
77
TOTAL FULL TIME
81
69
77
TOTAL DIVISION
February 1, 2016
General Fund
166
Department of Finance
FINANCE ADMINISTRATION
Sharon Dumas, Director
Finance
Department
Administration
of Finance
Mission Statement
To provide professional financial management services and protect the fiscal integrity of the
City by maximizing the collection of revenue, monitoring the efficient allocation and expending
of funds necessary to support municipal operations and judiciously investing public monies. To
adhere to the practice of generally accepted accounting principles in a manner consistent with
the guidelines required by the Ohio Revised Code (ORC), Codified Ordinances of the City of
Cleveland and the Auditor of State.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To supervise the twelve fiscal divisions in the Department of Finance in order to manage
citywide financial controls and compliance. To ensure prudent financial management.
ACTIVITIES:
Provide timely, accurate, auditable reporting of all financial transactions. Deliver costeffective Information Technology (IT) services to support citywide operations.
PROGRAM NAME:
OBJECTIVES:
RISK MANAGEMENT
To manage work related injury claims filed against the City. Purchase adequate property and
casualty insurance to protect identified City assets.
ACTIVITIES:
Maintain adequate claims history to support the necessary financial reserves available to
injured employees through workers compensation insurance. Provide guidance regarding
specific insurance related questions.
February 1, 2016
General Fund
167
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
533,011
2015
Unaudited
443,956
2016
Budget
510,659
601,701
Seasonal
39,976
42,107
65,223
84,436
Longevity
2,900
2,025
2,325
2,225
Wage Settlements
47
47
Separation Payments
51,400
Overtime
81
Benefits
Hospitalization
575,887
539,535
578,335
688,362
42,753
32,030
41,201
48,320
112
10,954
7,190
9,105
10,806
2,838
1,778
2,030
2,496
377
274
283
360
79,083
66,810
81,238
96,371
Fica-Medicare
8,174
7,654
8,141
9,983
8,452
7,298
7,666
6,050
313
240
277
384
Prescription
Dental
Vision Care
Life Insurance
Travel
153,056
123,274
149,942
174,770
231
3,922
3,481
17,000
1,010
12,640
1,260
2,600
162
200
1,635
10,080
5,954
6,700
3,039
26,642
10,695
26,500
750
1,600
2,000
70
2,000
2,627
2,648
2,911
3,000
283
Support Services
35,000
254,578
299,275
288,025
342,000
Other Contractual
Office Supplies
Postage
258,025
303,523
326,219
349,000
99
200
842
1,073
1,449
1,200
Computer Software
300
Food
265
220
200
February 1, 2016
General Fund
168
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
Other Supplies
250
Safety Equipment
691
1,802
1,777
2,462
2,000

2,644
3,115
4,920
4,150
6,009
4,858
6,569
6,650
3,113
3,806
4,689
5,144
319
109
199
220
Charges From M.V.M.
52
33
36
30
Charges From Parking Garage
62
9,493
8,868
11,501
12,044
1,002,145
1,004,958
1,081,612
1,254,826
Revenues
2013
Actual
500
Licenses & Permits

Miscellaneous
$
2014
Actual
$
2015
Unaudited
2016
Budget
1,225
25
158,826
6,848
273
160,551
6,848
298
Finance Administration
$ (000)
1400.
1200.
670 - Intrdept Chg
1000.
640 - Materials
630 - Contractual
800.
620 - Oth Trng
600.
515 - Benefits
510 - Salaries
400.
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
169
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Director of Finance
50,795.81
182,067.01
Asst Secy of Sinking Fund
27,325.56
108,011.58
Safety Programs Officer 1
25,000.00
73,126.73
Secretary to Director of Finance
36,590.00
132,880.22
1
Jr Personnel Assistant
20,800.00
40,556.67
Private Secretary to Director
20,800.00
48,986.27
23,647.11
69,041.87
PARA-PROFESSIONALS
1
PROFESSIONALS
1
20,800.00
58,564.01
20,800.00
64,734.08
Project Coordinator
27,325.56
99,702.63
Risk Manager
27,325.56
108,011.58
11
10.00
11.37
TOTAL FULL TIME
PART TIME
4
Student Aide
TOTAL PART TIME
15
11
12
TOTAL DIVISION
February 1, 2016
General Fund
170
DIVISION OF ACCOUNTS
Lonya Moss-Walker, Commissioner
Division of Accounts
Mission Statement
To accurately record financial transactions and to provide centralized accounting services to the
City Departments.
The Division of Accounts maintains the Citys financial accounting records and facilitates the timely payment of
the Citys liabilities. Also, the Division serves as the collection point for all payroll data and monitors the processing
of the Citys payrolls and related reports. The Division records cash receipts, performs reviews of cash
disbursements, processes encumbrances, and maintains the Citys document storage.
PROGRAM NAME:
OBJECTIVES:
ACCOUNTS PAYABLE
To pay the Citys vendors in a timely and accurate manner.
ACTIVITIES:
To verify the accuracy of payment documentation received and to process payments to the
Citys vendors.
PROGRAM NAME:
OBJECTIVES:
GENERAL ACCOUNTING
To maintain the Citys records utilizing the Advantage financial system.
ACTIVITIES:
To process the encumbrances of contracts and verify the pre-encumbrances of legislation.
PROGRAM NAME:
OBJECTIVES:
PAYROLL
To provide accurate and timely payroll data and reports on a bi-weekly basis.
ACTIVITIES:
Collect and disburse data and reports.
PROGRAM NAME:
OBJECTIVES:
RECORD MANAGEMENT
To maintain the integrity of the Divisions document files.
ACTIVITIES:
To file and retrieve the various documents within the responsibility of the Division.
February 1, 2016
General Fund
171
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
892,071
2015
Unaudited
839,904
2016
Budget
865,775
932,572
31,326
28,217
24,176
34,004
6,750
6,725
6,050
7,000
6,993
7,380
29,517
21,625
20,000
65
959,663
903,528
903,381
993,576
102,194
86,488
109,325
130,211
176
24,057
17,511
22,559
27,426
Dental
6,790
5,229
5,278
6,504
Vision Care
1,124
945
932
1,104
125,486
122,942
125,121
136,301
Fica-Medicare
12,549
12,084
12,038
14,407
12,497
12,254
10,269
9,445
720
622
625
816
Prescription
Life Insurance
Travel
285,593
258,074
286,148
326,214
870
1,011
559
5,750

2,932
1,022
1,479
4,500
986
1,570
1,351
2,250
4,788
3,603
3,389
12,500
164,300
249,000
252,872
319,191
110
200
105
56
99
327
381,740
322,203
570,226
383,327

Other Contractual
Office Supplies
546,345
571,368
823,524
702,518
1,890
945
1,500
Postage
1,305
703
539
1,000
2,454
5,226
1,227
2,500
5,649
5,929
2,711
5,000
February 1, 2016
General Fund
172
2013
Actual
Maintenance
2014
Actual
179
Repair Parts

2015
Unaudited
2016
Budget
234
2,000
179
234
2,000
1,951
1,548
1,903
1,926

7,783
7,962
7,406
8,124
14,610
8,253
9,554
10,536
24,343
17,763
18,862
20,586
1,826,560
1,760,499
2,038,015
2,062,394
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
11,673
11,169
20
11,673
11,169
20
$ (000)
2500.
670 - Intrdept Chg
2000.
650 - Maintenance
640 - Materials
1500.
630 - Contractual
620 - Oth Trng
1000.
515 - Benefits
510 - Salaries
500.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
173
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Accounts
40,314.82
136,049.25
Deputy Commissioner of Accounts
26,273.96
91,058.48
22,050.00
52,504.47
1
Chief Clerk
Principal Clerk
14.88
21.12
Receptionist
10.00
15.24
14.88
23.30
PROFESSIONALS
2
Accountant II
Accountant IV
20,800.00
61,213.89
20,800.00
58,499.94
Central Payroll Supervisor
20,800.00
58,564.01
Chief Systems Analyst
27,325.56
108,011.58
Deputy Central Payroll Supervisor
20,800.00
65,000.00
26,273.96
84,984.86
Senior Personnel Assistant
20,800.00
51,677.50
10
10
18
16
17
20,800.00
60,614.58
TOTAL FULL TIME
PART TIME
1
Auditor
19
17
18
TOTAL DIVISION
February 1, 2016
General Fund
174
DIVISION OF ASSESSMENTS AND LICENSES
Dedrick C. Stephens, CFE, Commissioner
Division of Assessments and Licenses
Mission Statement
We strive to provide value-added regulatory, financial, accounting and administrative shared
services that enhance the quality of life in the City of Cleveland. For the benefit of our
constituents, we will effectively regulate various professions and industries, efficiently bill for
services and fairly collect revenues with the highest degree of integrity and ethics.
The Division of Assessments and Licenses supports the health and safety of our citizens and promotes fair
business practices throughout the City of Cleveland. The Division administers and collects various excise and
gross receipts taxes to fund City operations; regulate and enforce licensing and permitting laws to protect the
public; and manages a city-wide billing and collection service in order to recoup monies expended on various
services. Consumers and businesses are uniformly protected through the Divisions regulation of weights and
measures standards. The Divisions assessment activities support business improvement districts and recoup
funds expended on public improvements. The Division also manages a centralized shared service center that
provides accounting, billing, accounts receivable management, and processing services for other City
departments.
Our vision is to inspire governmental excellence through expertise and innovative business practices in order to
benefit constituents. Our actions also reflect values of service, integrity, and respect that will enable us to
consistently provide accurate, efficient and timely responses. We strive to proactively enhance operations in order
to continuously add value in a rapidly changing environment.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION STRATEGIC BUSINESS UNIT

To provide division-wide administration through efficient, accurate, and timely processing of
internal data items and requests; to effectively provide information and processing services
to the citizens and several departments of the City; and to accurately account for all monies
and receipts processed by the Division.
ACTIVITIES:
Plan, organize, budget and allocate resources to efficiently provide administrative support for
Divisional activities. Execute, plan, monitor and control the performance of programs and
projects. Accurate and timely reporting of financial and performance results.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION - ASSESSMENTS
Allocate cost connected to a public improvement to benefiting parties pursuant to State and
local laws. Timely and accurately certify all assessments to the County. Prepare, support and
administer special assessments and business improvement districts (BIDs) including the
Downtown Cleveland Alliance, Gordon Square Arts Improvement District and the Market
Business Improvement District.
ACTIVITIES:
Assist in the establishment of BIDs that contribute to economic development and quality of
life activities. Prepare, invoice and account for payments of various assessments - BIDs,
sidewalks, vaults, trees, etc. Appropriation of property, vacate streets, serve legal notices,
billing for tax incremental financing project, etc.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION - LICENSING AND PERMITS

Ensure that the statutes of the Codified Ordinances of the City are met for the issuance of
licenses and permits that protect the public. Provide value-added centralized shared services
of cashiering, accounting, receipting, processing and licensing services for various City
divisions that reduce cost, strengthen internal controls and improve efficiencies.
ACTIVITIES:
Process and issue over 140 different types of licenses and permits (approximately 25,000 per
year). Collect, deposit and accurately account for licenses, permits, invoices, tax returns,
registrations and fees.
February 1, 2016
General Fund
175
PROGRAM NAME:
OBJECTIVES:
BILLING STRATEGIC BUSINESS UNIT

Ensure the collection of revenues due the City for services provided to citizens and
businesses by providing accurate and timely billing services for several City departments to
achieve optimal cost recovery. Provide responsive and courteous service to end users of City
services; and to foster seamless communication and interfaces between all constituent
partnerships.
ACTIVITIES:
Ambulance Transportation Service Billing and Collections- Invoice and collect the cost of
ambulance transportation services provided by EMS, Fire Department and Port Control from
those treated and transported as well as from medical insurance carriers. Pre-bill research and
verification; medical coding; generate and distribute invoices; bill appropriate medical
insurance carriers; electronic claims submission and remittance; manage accounts receivable;
collect delinquent accounts; comply with various federal and state statutes including the
Health Insurance Portability and Accountability Act; manage collection agency relationship;
maintain management information system of billing and collection activities. Over 75,000
invoices billed annually.
ACTIVITIES:
City Service Billing- Manage the billing and collection function for city-wide services
provided by Waste Collection; Building and Housing; Public Works; Streets; Police and Fire.
Activities performed by this centralized billing service include pre-billing verification; data
entry of all billing source documents; generating and distributing invoices; managing
accounts receivables and annual certification to County Auditor; and collection of delinquent
accounts. Over 40,000 invoices billed annually.
ACTIVITIES:
Prisoner Health Claim Management- Reduce and control the cost of prisoner healthcare by
review of claims for cost, contractual compliance, and medical necessity in order to prevent
waste and abuse. Post-claim eligibility verification; claim management and pricing
verification; as well as payment management.
PROGRAM NAME:
OBJECTIVES:
COMPLIANCE STRATEGIC BUSINESS UNIT

Uniform and equitable enforcement (criminal and civil) of the City's ordinances and licensing
requirements; to ensure all business taxes are collected to support services provided by the
City; and to educate those conducting business within the City of compliance responsibilities
through effective communication and informational products.
PROGRAM NAME:
OBJECTIVES:
COMPLIANCE - LICENSES
Assist, educate, and protect the public through the implementation and enforcement of City
laws mandating regulation and licensing of businesses, occupations and other specific
activities.
ACTIVITIES:
Enforce Divisional licensing requirements fairly and consistently in order to promote

compliance with the laws and maintain confidence in the integrity of the City's business
regulatory environment. Research and/or canvass City to ensure businesses are properly
licensed and observe statutes stipulated in the Ordinance.
PROGRAM NAME:
OBJECTIVES:
COMPLIANCE - TAX ADMINISTRATION

Fully collect business tax revenues required to be paid by law and necessary to fund
operations of the City, through the uniform and fair administration of admissions, parking,
hotel and motor vehicle lessor tax laws in a manner that merits the highest degree of public
confidence in our integrity, efficiency and fairness.
ACTIVITIES:
Interpret the laws and educate taxpayers of their obligations and rights. Respond to taxpayer
questions. Investigate and audit to identify and resolve discrepancies and discourage tax
evasion. Enforce the tax laws through criminal or civil prosecution for those that do not
comply voluntarily.
February 1, 2016
General Fund
176
PROGRAM NAME:
OBJECTIVES:
COMPLIANCE - WEIGHTS AND MEASURES

Achieve equity in the marketplace through the uniform enforcement of local, State and
national weights and measures laws. Protect consumers and businesses from unfair and
deceptive practices which create a level playing field for all.
ACTIVITIES:
Inspect and seal all weighing and measuring devices. These devices include commercial
scales, scanners, timing devices and gasoline pumps in the City. Investigate complaints
concerning the accuracy of weighing devices. Issue violations, condemn equipment, and
ensure that all violations are corrected.
February 1, 2016
General Fund
177
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
1,463,060
8,425
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
2015
Unaudited
1,305,198
8,750
2016
Budget
1,353,712
1,477,846
7,800
8,850
6,484
6,738
3,299
20,793
12,798
52,996
42,307
66,854
36,000
1,527,779
1,383,531
1,447,902
1,522,696
267,504
254,692
322,506
369,408
Prescription
62,474
54,040
64,671
74,045
Dental
20,462
18,013
17,611
19,872
2,154
2,004
1,932
2,240
206,752
189,599
198,562
213,177
Fica-Medicare
21,503
19,364
20,151
22,079
20,595
26,635
16,613
15,148
1,343
1,169
1,186
1,552
975
820
770
2,870
180
Vision Care
Life Insurance
Clothing Allowance
Travel
603,763
566,336
644,003
720,571
5,025
2,715
5,025

Utilities
Security & Monitoring System
2,135
3,698
3,380
3,800
703
442
400
1,030
1,743
710
1,105
3,868
10,908
6,805
10,330
100
100
498,120
437,407
612,164
1,130,790
Court Reporter
326
2,960
3,000
275
76
192
1,150
66
100
13,034
9,888
28,122
10,300
183
46
233
400

250
250
69,005
3,433
131,203
County Aud & Treas Coll Fee
(71)
Credit Card Processing Fees
175,672
200,323
206,324
205,000
Other Contractual
756,615
651,103
981,513
1,350,990
February 1, 2016
General Fund
178
2013
Actual
Office Supplies
Postage
1,589
Small Equipment
2,492
2,800
259
(651)
1,000
3,849
4,000
88
5,383
3,862
737
4,066
1,202
9,700
10,131
100
4,544
$
6,355
5,985
34,042
13,415
475

2,647
2016
Budget
Safety Equipment
2015
Unaudited
1,972
Other Supplies

Court Costs
25,200
Computer Software
Maintenance
2014
Actual
8,500
28,390
29,962
949
3,020
16,837
6,000
949
3,495
16,837
6,000
35
35
11,722
11,138
14,527
14,708
59,861
69,104
72,697
79,747
86,001
75,611
60,974
67,243
Charges From M.V.M.
19,538
24,658
12,021
16,030
177,121
180,511
160,219
177,728
3,104,137
2,809,299
3,285,705
3,818,377
Revenues
2013
Actual

Licenses & Permits
Miscellaneous
Other Tax
$
February 1, 2016
151,738
2014
Actual
$
2015
Unaudited
120,440
123,268
2016
Budget
$
160,200
7,450
75
1,325
2,000
387,523
296,229
340,917
336,690
17,431
62,766
4,431
2,000
31,629,199
32,114,678
36,982,958
36,452,500
32,193,340
32,594,188
37,452,900
36,953,390
General Fund
179

$ (000)
4000.
670 - Intrdept Chg
3500.
660 - Claims
3000.
650 - Maintenance
2500.
640 - Materials
630 - Contractual
2000.
625 - Utilities
1500.
620 - Oth Trng

515 - Benefits
1000.
510 - Salaries
500.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
180
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Commissioner of Assessments and Licenses
23,647.11
87,143.34
Commissioner of Assessments and Licenses
40,314.82
125,582.86
2
Principal Cashier
14.66
24.95
Senior Cashier
12.57
21.23
23,647.11
69,041.87
PARA-PROFESSIONALS
1
PROFESSIONALS
2
27,193.55
115,424.36
Assessments Analyst
20,800.00
52,843.08
20,800.00
58,564.01
Assistant Director of Law I
26,250.00
88,693.33
Auditor
20,800.00
60,614.58
Medical Billing Reimbursement Specialist
10.42
22.50
Medical Coder & Billing Analyst
10.17
23.19
Miscellaneous Investigator
15.35
19.57
Project Coordinator
27,325.56
99,702.63
18
18
19
TECHNICIANS
Inspector of Weights & Measures
12.89
18.81
Senior Data Conversion Operator
13.47
19.37
Supervisor of Weights & Measures
20,800.00
65,556.14
34
30
33
TOTAL FULL TIME
34
30
33
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF TREASURY
181
James Hartley, Treasurer

Division of Treasury
Mission Statement
To collect, protect and invest public monies in a professional manner that is consistent with the
guidelines established by the Codified Ordinances of the City of Cleveland.
The City Treasurer is the custodian of all public money of the City. Treasury is the central office through which all
banking, treasury management and related auxiliary services are provided to City departments and divisions.
Treasury receives and disburses all public money of the City on warrants issued by the Commissioner of Accounts
in accordance with the City Charter and Codified Ordinances. Funds are held in approved depositories protected
by pledge collateral or invested in accordance with the City's Cash Management and Investment Policy. Treasury
is the paymaster for all City employees and as such coordinates the distribution of payroll checks and manages
employee direct deposit.
PROGRAM NAME:
OBJECTIVES:
CASH COLLECTION AND DEPOSITORY SERVICES

To safeguard the City's cash resources from the time of collection to deposit.
ACTIVITIES:
Receive and prepare funds for deposit; open and monitor bank accounts; provide City
departments and divisions with access to banking and other depository services.
PROGRAM NAME:
OBJECTIVES:
CASH MANAGEMENT
To provide cash management services consistent with approved policies/procedures and
prudent business practices.
ACTIVITIES:
Determine cash requirements and maintain appropriate cash flow; process wire and ACH
transfers; administer citywide petty cash and requests for special change funds.
PROGRAM NAME:
OBJECTIVES:
DISBURSEMENTS
To maintain secure control over disbursement functions and provide for the prompt
distribution of warrants to payees.
ACTIVITIES:
Print and distribute warrants for vendor payments, employee reimbursements, jury vouchers
and CCA refunds.
PROGRAM NAME:
OBJECTIVES:
INVESTMENTS
To maximize investment returns and maintain a portfolio that provides safety of principal and
sufficient liquidity to meet the operating needs of the City.
ACTIVITIES:
Initiate and record investment transactions; analyze investment activities; and prepare/
maintain the investment portfolio, records and reports.
PROGRAM NAME:
OBJECTIVES:
PAYROLL SERVICES
To safeguard employee payroll and direct deposit information and provide for secure and
efficient distribution of employee payroll checks and vouchers.
ACTIVITIES:
Setup and maintain direct deposit of employee payroll; sort and distribute payroll checks,
stubs and express vouchers; manage the reissue of lost checks and direct deposit rejects; and
coordinate the distribution of approved payroll inserts.
February 1, 2016
General Fund
182
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
364,678
2015
Unaudited
475,623
2016
Budget
418,571
483,256
Longevity
2,625
2,625
2,725
2,900
Separation Payments
2,153
Benefits
Hospitalization
369,456
478,248
421,296
486,156
42,019
56,801
62,735
75,268
Prescription
10,754
13,054
13,982
17,026
3,009
3,741
3,375
4,848
370
404
344
444
48,320
66,803
59,558
68,062
Fica-Medicare
5,220
6,762
5,934
7,051
4,728
4,773
5,436
4,407
242
284
247
336
Dental
Vision Care
Life Insurance
114,662
152,622
151,610
177,442
400
572
400
1,500
90
272
282
500
324
500
490
1,168
682
2,500
172
163
212
350
11,060
11,400
Other Contractual
34,057
36,267
36,196
41,500

Office Supplies
45,288
36,430
36,408
53,250
65
246
1,000
Postage
50
100
4,839
7,104
2,665
2,453
2,506
3,000
444
540
766
1,000
Other Supplies
Maintenance
3,173
7,832
3,568
12,204
2,980
3,415
3,886
4,300
836
$
February 1, 2016
3,816
836
$
4,251
838
$
4,724
1,500
$
5,800
General Fund
183
2013
Actual
5,212

2014
Actual
2015
Unaudited
6,436
2016
Budget
9,712
9,833
3,072
4,255
2,534
2,779
26,274
30,197
27,863
30,728
34,558
40,888
40,108
43,340
571,443
721,440
658,396
780,692
Revenues
2013
Actual
Miscellaneous
Interest Earnings/Investment Income
$
2014
Actual
$
2015
Unaudited
(725)
2016
Budget
725
4,288
4,350
40
466,979
438,562
445,624
430,000
471,267
442,187
446,389
430,000
$ (000)
800.
700.
670 - Intrdept Chg

600.
650 - Maintenance
500.
640 - Materials
630 - Contractual
400.
620 - Oth Trng

300.
515 - Benefits
510 - Salaries
200.
100.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
184
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
City Treasurer
42,758.15
131,098.50
Deputy City Treasurer
26,273.96
85,815.69
14.66
24.95
1
Principal Cashier
PROFESSIONALS
2
Fiscal Manager
23,647.11
87,143.34
Investment Manager
23,647.11
87,143.34
20,800.00
51,677.50
TOTAL FULL TIME
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF PURCHASES AND SUPPLIES
185
Tiffany White, Commissioner

Division of Purchases and Supplies
Mission Statement
To purchase in a timely manner all goods and services for the City, of the correct quality and at
the lowest possible cost, in support of the mission of the City of Cleveland and in compliance
with all Codified Ordinances.
The Division of Purchases and Supplies is the central office through which all competitively bid purchases for the
City are processed, under such regulations as are provided by ordinance and by the direction of the Board of
Control. The Division also disposes of all property, real and personal, that has been deemed unsuitable for use, not
needed by the City, or may have been condemned as useless. The procurement of goods and services and
disposals are processed through the submission of requisitions and/or competitive bidding as required by
ordinance authorization.
PROGRAM NAME:
OBJECTIVES:
PURCHASES AND SUPPLIES

To procure quality commodities and services at the lowest possible cost and in a timely
manner through effective and efficient competitive bidding. To meet or exceed CSB/MBE/FBE
goals. To provide a level playing field where all vendors can compete fairly for city business.
To maximize return on the disposal of assets.
ACTIVITIES:
Administers competitive bidding processes for both formal and non-formal bids, develops,
implements, and maintains citywide requirements contracts; performs out-reach to the local
vendor community; evaluates, reviews recommendations for contract award; prepares and
processes contract recommendations for Board of Control approval; executes competitively
bid contracts, processes petty cash vouchers; and disposes of surplus property, real and
personal.
February 1, 2016
General Fund
186
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
Longevity
Separation Payments
Benefits
Hospitalization
2014
Actual
425,884
2015
Unaudited
403,557
2016
Budget
462,580
467,002
8,057
3,475
3,350
3,750
3,950
19,676
449,034
414,964
466,330
470,952
54,412
58,324
91,089
96,228
129
15,113
14,605
22,994
24,089
4,531
4,239
5,586
5,832
595
538
601
672
58,451
57,094
65,563
65,933
Fica-Medicare
5,807
5,328
5,984
6,829
5,072
5,854
4,716
4,878
373
345
389
480
Prescription
Dental
Vision Care
Life Insurance
144,484
146,327
196,923
204,941
3,083
1,533
7,000

2,407

5,069
5,854
10,185
134
350
289
289
134
350
618
1,733
251
2,500
2,088
2,788
2,465
2,500
2,706
4,520
2,716
5,000
400
400
3,536
4,032
4,603
4,660

February 1, 2016
3,185
2,407

Maintenance
4,321

Office Supplies
1,986
11,677
12,783
13,970
15,325
7,831
6,918
5,754
6,346
23,044
23,733
24,327
26,331
621,965
594,747
696,150
718,159
General Fund
187
Revenues
2013
Actual
Miscellaneous
2015
Unaudited
2016
Budget
4,814
48,276
20,154
10,890
20,000
225
Property Tax
$
2014
Actual
48,276
20,379
15,704
20,000

$ (000)
800.
700.
670 - Intrdept Chg

600.
650 - Maintenance
500.
640 - Materials
630 - Contractual
400.
620 - Oth Trng

300.
515 - Benefits
510 - Salaries
200.
100.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
188
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
27,193.55
115,424.36
Commissioner of Purchases & Supplies
42,758.15
131,098.50
1
Principal Clerk
14.88
21.12
Senior Clerk
12.47
17.43
Typist
12.02
16.17
PROFESSIONALS
4
Buyer
20,800.00
49,930.03
Purch Supv Div of Purch & Supp
23,647.11
69,041.87
10
10
TOTAL FULL TIME
10
10
TOTAL DIVISION
February 1, 2016
General Fund
BUREAU OF INTERNAL AUDIT
189
Natasha Brandt, Manager Of Internal Audit

Mission Statement
To assist departments and divisions in the achievement of financial and operational goals by
planning and conducting financial and administrative audits.
The Division of Internal Audit acts as an independent Division within the Department of Finance to provide
objective assurance and consulting activity designed to add value and improve the Citys operations. The Division
assists City divisions in the achievement of financial and operational goals by planning and conducting financial
and administrative audits.
PROGRAM NAME:
OBJECTIVES:
FINANCIAL & OPERATIONAL AUDITING

To improve managements internal, financial, and administrative controls.
ACTIVITIES:
Investigate actual and potential lapses of control and incidents of risk and assist Staterequired external auditor during the annual citywide audit.
February 1, 2016
General Fund
190
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
276,392
2015
Unaudited
344,566
2016
Budget
396,977
433,601
Seasonal
5,642
3,023
8,293
Part-Time Permanent
2,255
6,841
42,222
300
875
875
1,175
148
148
879
85
Longevity
Wage Settlements
Overtime
Benefits
Hospitalization
285,468
355,538
406,293
476,998
32,648
48,968
76,753
82,440
64
Prescription
8,443
9,457
14,768
18,683
Dental
2,703
2,670
3,332
3,864
225
285
341
420
38,395
48,337
57,126
66,780
Fica-Medicare
4,005
4,954
5,534
6,919
4,422
3,645
4,041
4,250
197
193
260
336
13
Vision Care
Life Insurance
Travel
91,103
118,509
162,169
183,692
576
485
238
300
1,745
2,281
2,252
3,000
502
160
197
900
1,895
1,705
2,088
2,050
4,719
4,631
4,774
6,250
75,058
175,000
978
752
800
511
1,500
Other Contractual
78
78
239,148
236,087
244,476
444,000
State Auditor Examination

Office Supplies
240,126
312,485
245,359
620,500
608
800
Computer Hardware
Computer Software
$
February 1, 2016
170
1,515
1,800
269
685
1,506
2,000
2,392
855
1,506
4,600
General Fund
191
2013
Actual
2014
Actual
1,560
2015
Unaudited
1,319
2016
Budget
1,415
1,433
1,143
654
761
835
35
32
16
18

$
2,738
2,006
2,192
2,286
626,545
794,024
822,293
1,294,326
Revenues
2013
Actual
Grant Revenue
Miscellaneous
29,026
2015
Unaudited
916
2016
Budget
14,837
10,987
4,813
Property Tax
$
2014
Actual
43,863
11,903
4,814

$ (000)
1400.
1200.
670 - Intrdept Chg
1000.
640 - Materials
630 - Contractual
800.
620 - Oth Trng
600.
515 - Benefits
510 - Salaries
400.
200.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
192
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Manager of Internal Audit
40,314.82
125,582.86
PROFESSIONALS
2
Accountant II
14.88
23.30
Accountant III
15.48
25.84
27,193.55
115,424.36
Auditor
20,800.00
60,614.58
In-Charge Senior Internal Auditor
49,500.00
86,918.31
10.00
11.37
TOTAL FULL TIME
PART TIME
2
Student Aide
TOTAL PART TIME
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF FINANCIAL REPORTING AND CONTROL
193
James E. Gentile, CPA, City Controller

Division of Financial Reporting and Control
Mission Statement
To maintain controls over the Citys accounting system and the integrity of the information
submitted to that system as well as to prepare and issue financial statements for the City on an
annual basis.
The Division of Financial Reporting and Control is the centralized accounting function for the City of Cleveland.
The Divisions primary responsibilities are:
Performing reconciliation of cash and investments.
Maintaining control over the Citys accounting system and the integrity of the information submitted to
it.
Preparing and issuing numerous required financial reports including the Comprehensive Annual
Financial Report.
Performing certain accounting tasks that are not applicable to any outside division or department.
Issuing best practice accounting policies and procedures throughout the city.
PROGRAM NAME:
OBJECTIVES:
CASH RECONCILIATION
To reconcile cash and investments on a monthly basis to the General Ledger.
ACTIVITIES:
Develop procedures for reconciling and making corrections to general ledger cash and
investments for all funds on a monthly basis. Account for the daily reimbursement of
commingled cash from segregated funds. Reconcile the balances recorded in the general
ledger to the portfolio prepared by the Treasurer. Perform reconciliations on Municipal Court
bank account activity. Assist in implementation of Citys cash and investment policy. Monitor
the timeliness of draw down activity. Prepare and review the year-end work papers needed
for financial reporting purposes. Compile and ensure accuracy of all outstanding warrants.
Calculate and distribute commingled interest.
PROGRAM NAME:
OBJECTIVES:
GENERAL ACCOUNTING
To monitor and control all accounting activity as they relate to the Citys general fund, debt
service funds, and trust and agency funds.
ACTIVITIES:
Review financial data for the general fund. Periodically review system generated reports to
help ensure data accuracy. Train user departments personnel on accounting issues as
needed. Prepare and review the year-end work papers needed for financial reporting
purposes. Assist in the closing activities and the preparation of the annual financial report.
Monitor and ensure proper recording of City debt activity. Prepare certain journal entries that
are not directly attributable to a specific department or division. Monitor and reconcile
agency fund activity including allocating expenditures to the appropriate funds. Assist in the
development of financial reports needed by user departments.
PROGRAM NAME:
OBJECTIVES:
PROPRIETARY / CAPITAL FUND ACCOUNTING

To monitor and control all accounting activity as they relate to the Citys capital project
activity for all fund types, fixed assets, internal service funds, and enterprise funds.
ACTIVITIES:
Train user departments financial personnel on accounting issues as needed. Coordinate and
reconcile inter-fund receivable/payable accounts. Prepare and review the year-end workpapers needed for financial reporting purposes. Reconcile the minor enterprise and internal
service funds fixed assets. Maintain status of capital projects activity for all City departments
and divisions. Track and assess the adequacy of internal service billings and rates. Initiate
February 1, 2016
General Fund
194

drawdowns of capital funds. Periodically review system generated reports to help ensure
data accuracy.
PROGRAM NAME:
OBJECTIVES:
SPECIAL REVENUE ACCOUNTING

To monitor and control all accounting activity as they relate to the Citys grant and
miscellaneous non-grant special review funds.
ACTIVITIES:
Periodically review system generated reports to help ensure data accuracy. Train user
departments financial personnel on accounting issues as needed. Prepare and review the
year-end work papers needed for financial reporting purposes. Establish procedures for
closing out inactive grants in the accounting system. Assist grantees in preparing year-end
audit schedules and analyses. Monitor cash drawn for all grants operating on a cash
reimbursement basis. Reduce the time required to prepare and file cost reimbursement
reports for grants. Monitor City grant personnels compliance with grant agreements.
Monitor the City utilization of grant fund to maximize usage. Establish and update citywide
grant policies and procedures.
February 1, 2016
General Fund
195
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
793,000
2015
Unaudited
728,432
2016
Budget
804,675
942,135
16,618
6,508
2,859
22,292
4,950
4,300
4,075
3,875
Wage Settlements
958
1,118
Separation Payments
8,604
19,968
10,141
12,142
32,198
Part-Time Permanent
Longevity
Overtime
Benefits
Hospitalization
834,536
758,942
824,868
1,000,500
92,963
91,375
112,222
154,987
10
20,949
17,673
22,059
32,392
6,456
5,447
5,852
8,460
762
668
707
948
113,128
104,701
114,661
140,236
Fica-Medicare
11,843
10,739
11,642
14,511
11,050
10,656
8,626
8,629
513
443
490
720
Prescription
Dental
Vision Care
Life Insurance
Travel
257,674
241,701
276,258
360,883
1,271
1,258
1,957
3,300

540
780
1,290
1,300
3,205
1,566
2,767
2,400
5,016
3,604
6,014
7,000
508
508
508
550
110
125
1,400
Other Contractual
592
592

Office Supplies
508
1,210
1,225
1,950
545
870
Postage
40
Computer Software
276
1,565
2,130
1,282
1,300

Maintenance
1,565
2,950
1,282
2,210
200
200
February 1, 2016
General Fund
196
2013
Actual
2014
Actual
3,350
2015
Unaudited
3,433
2016
Budget
4,695
4,754
5,517
6,442
6,026
4,802
18
19

$
8,872
9,881
10,738
9,575
1,108,172
1,018,289
1,120,385
1,382,318
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
10,452
9,713
10,452
9,713

$ (000)
1400.
1200.
670 - Intrdept Chg

650 - Maintenance
1000.
640 - Materials
800.
630 - Contractual
620 - Oth Trng
600.
515 - Benefits
400.
510 - Salaries
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
197
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant City Comptroller
41,312.22
117,075.20
City Controller
42,758.15
142,024.13
10.00
22.29
1
Private Secretary
PROFESSIONALS
2
Accountant III
15.48
25.84
Accountant IV
20,800.00
61,213.89
20,800.00
58,564.01
Accountant Supervisor
23,647.11
74,729.73
Fiscal Manager
23,647.11
87,143.34
Project Coordinator
27,325.56
99,702.63
12
12
13
15
13
15
10.00
11.37
TOTAL FULL TIME
PART TIME
1
Student Aide
TOTAL PART TIME
16
14
16
TOTAL DIVISION
February 1, 2016
General Fund
198
INFORMATION SYSTEMS SERVICES
Douglas R. Divish, Commissioner
The Division of Information Technology & Services mission is to provide information that is stored, transmitted,
and/or processed by technology to all areas of the executive branch of City Government. The services include
information technical planning, application development and deployment, training, hardware and software
acquisition, management of Telecommunications and technical support. The Division also manages the City's
servers, operates the data/voice communications network, provides a Customer Support Center and retains
responsibility for general office automation.
PROGRAM NAME:
OBJECTIVES:
APPLICATION & COMPUTER NETWORK APPLICATIONS

To develop, install and maintain the application and network infrastructure for the citywide
enterprise.
Ensure the enterprise networks, servers, databases, applications and
telecommunication switches are configured and maintained to obtain maximum
performance, minimal downtime and are secured.
ACTIVITIES:
Provide development, implementation, maintenance and support for citywide applications

and network infrastructure. Coordinate and support the implementation of new
technologies and new systems to maximize the benefit and reliability to city services and
departments.
PROGRAM NAME:
OBJECTIVES:
IT PROGRAM MANAGEMENT SERVICES (SOLUTION DELIVERY)

The Project Management Office will focus on assuring the delivery of Business and Technical
IT Solutions City-Wide while achieving repeatable and proactive processes for IT Project
Management, Program Management and Portfolio Management.
ACTIVITIES:
Assure the delivery of City-wide technology solutions and provide administrative support for
project managers, collating and reporting project status to senior management, providing
standards, methodologies and a set of Program Management tools, and managing project
documentation.
PROGRAM NAME:
OBJECTIVES:
TECHNICAL SUPPORT SERVICES

To provide overall technical support for the planning, development, evaluation, installation
and maintenance and inventory of the IT hardware / software environments for the City of
Cleveland.
ACTIVITIES:
Provide daily monitoring and tuning of the system hardware/software environments

including the maintenance and installation of hardware/software products, operating
support for the recovery from the solution to major system problems and the management
and control of technical resources for the City of Cleveland.
PROGRAM NAME:
OBJECTIVES:
TELECOMMUNICATIONS DELIVERY SERVICES

To provide effective and cost-efficient telecommunications services to the City of Cleveland.
To provide installation, repair and maintenance services to telecommunications systems and
equipment, infrastructure cabling, data networks and related equipment.
ACTIVITIES:
Operate citywide desktop telephones, pagers, cell phones, voicemail messaging and faxing
and implement equipment purchases. Ensure the City's network infrastructure is current and
meets the changing technology needs of the City's Departments and Divisions.
February 1, 2016
General Fund
199
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
2014
Actual
1,205,662
2015
Unaudited
1,120,978
2016
Budget
1,332,177
1,943,200
18,128
18,972
62,905
91,958
8,100
7,075
8,150
8,000
512
Separation Payments
5,101
38,405
4,477
60,000
Overtime
2,878
291
10,000
Longevity
Wage Settlements
Benefits
Hospitalization
1,239,869
1,185,429
1,408,513
2,113,158
149,504
144,819
205,598
318,238
101
Prescription
31,153
26,656
38,205
64,347
Dental
10,423
9,698
11,714
18,072
1,110
952
1,107
1,824
Vision Care
168,006
159,351
193,909
287,253
Fica-Medicare
16,478
15,724
19,889
30,643
16,417
15,832
13,473
14,741
794
683
831
1,440
Life Insurance
2,066
Clothing Allowance
900
525
525

Travel
396,052
373,714
485,251
737,983
3,941
5,519
8,219
5,500
15,210
Training
Utilities
Cellular Servicess
8,842
40,600
106
161
19,312
10,119
17,167
46,100
98,000
137,315
134,827
Electricity - Cpp
Electricity - Other
Steam
4,600
1,061
303
303
320
260,984
308,000
29,718
56,936
196,541
203,000
30,779
155,239
595,143
646,147
195,519
157,082
186,953
150,000
12,760
15,743
47,424
18,727
Other Contractual
99,046
143
208,279
271,871
234,519
168,727
February 1, 2016
General Fund
200
2013
Actual
Office Supplies
2014
Actual
Postage
2015
Unaudited
2016
Budget
1,329
500
38
42
75
200
7,251
7,465
4,264
3,000
541
5,138
2,792
Computer Software
6,108
1,390
11,176
23,000
Other Supplies
1,500
Computer Supplies
Computer Hardware
6,251
$
Maintenance
Computer Hardware Maintenance

7,059
25,743
654
9,000
26,695
79,934
35,700
150,000
715,332
748,319
1,044,644
950,000
3,800
139,074
200,000
Maintenance Building
11,708
21,690
715,332
752,773
1,263,653
1,300,000
7,500
7,500
456,429
409,099
477,765
483,716
4,165

Charges From M.V.M.
5,853
4,378
4,802
41
439
12,255
13,915
15,387
12,806
472,889
429,306
497,535
501,330
3,111,702
3,204,194
4,528,476
5,549,145
Revenues
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
425,000
425,000
Grant Revenue
6,147
Miscellaneous
16,791
15,490
643
February 1, 2016
22,938
15,490
425,643
425,000
General Fund
201

$ (000)
6000.
670 - Intrdept Chg
5000.
660 - Claims
650 - Maintenance
4000.
640 - Materials
630 - Contractual
3000.
625 - Utilities
620 - Oth Trng
2000.
515 - Benefits
1000.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
202
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Application Delivery Services Manager
65,000.00
105,625.89
Assistant Manager Application Dev/Tech Support
46,224.91
128,595.56
Commissioner of Information Technology & Services
52,734.82
150,984.16
Project Manager I
20,800.00
65,723.30
Secretary to Directors De
36,590.39
146,639.64
30,214.95
91,848.40
PROFESSIONALS
1
Asset Management Coordinator
22,333.00
83,969.85
Budget Analyst
20,800.00
54,612.13
Building Manager
23,647.11
80,438.24
Data Base Coordinator
30,214.00
87,813.65
Deputy Commissioner of Information Systems
30,214.95
102,907.21
Fiscal Manager
23,647.11
87,143.34
HelpDesk Analyst
12.02
27.14
IT Security Officer
30,215.00
80,801.77
Network Analyst II
14.52
37.08
Project Coordinator
27,325.56
99,702.63
Project Manager II
22,333.00
86,455.17
Software Analyst
45,000.00
89,875.90
Supervisor of Systems and Tech Support
55,000.00
93,199.31
Systems Analyst
20,800.00
63,677.78
Building Stationary Engineer
18.52
19.33
Web Content Editor
10.00
31.28
Web Developer
30,215.00
90,533.02
16
11
18
11.83
15.74
SERVICE & MAINTENANCE

3
February 1, 2016
Custodial Worker
General Fund
203
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
TECHNICIANS
3
PC Technician
Programmer Analyst
30
22
30
25,000.00
53,769.65
10.00
32.30
TOTAL FULL TIME
PART TIME
1
Asset Management Coordinator
22,333.00
83,969.85
Sr. Budget & Mgmt Analyst
26,273.96
80,628.83
Student Aide
10.00
11.37
TOTAL PART TIME
33
24
34
TOTAL DIVISION
February 1, 2016
General Fund
204
General Government
OFFICE OF BUDGET AND MANAGEMENT
Gregory Cordek, Budget Administrator
Office of
General
Budget
Government
and Management
Mission Statement
To prepare balanced budgets and provide relevant information that assists decision makers in
monitoring and controlling the financial performance of City Departments.
The Office of Budget and Management was established in 1965 to provide budget analysis of financial and
performance information, and management consulting services to all City Departments. Below are the major
OBM Objectives developed to move the organization along its 2013 strategic path toward the desired future state.
PROGRAM NAME:
OBJECTIVES:
AUDIT COMPLIANCE
To establish and maintain effective, pro-active procedures resulting in zero (0) material State
Audit findings.
PROGRAM NAME:
OBJECTIVES:
CAPITAL
To monitor, track, and ensure the proper distribution of Capital funds required per the Capital
Office, City Planning, and the Capital Improvement Plan required for the ongoing renovation
of the Citys neighborhoods.
PROGRAM NAME:
OBJECTIVES:
FINANCIAL PLANNING
To produce detailed, monthly expenditure and revenue forecasts to help estimate the future
financial state of the City including decisions for controlling expenses and increasing
revenue.
PROGRAM NAME:
OBJECTIVES:
GRANT COMPLIANCE
To aid in the effective administration of grant programs for the City of Cleveland in
accordance with Federal and local Department laws, regulations, policies and procedures.
PROGRAM NAME:
OBJECTIVES:
MANAGEMENT SUPPORT
To provide ongoing Performance Budget and Financial Advantage training to Division End
Users. To assist and advise the Mayors Office and the various divisions in the efficient
application of the resources available to them.
PROGRAM NAME:
OBJECTIVES:
OPERATIONS
To develop the budget document as an operations guide which outlines for constituents
how departments and funds are organized and informs the reader of all funded activities,
services and programs to be carried out by each department within the citys available
resources. To conduct quarterly status review sessions with Department Managers to ensure
ongoing expenditures coincide with final approved budgets.
February 1, 2016
General Government
General Fund
205
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
2014
Actual
485,827
2015
Unaudited
498,251
2016
Budget
489,769
593,253
8,420
1,350
1,350
1,825
875
Wage Settlements
26
26
Separation Payments
54,627
10,000
11,503
9,335
5,809
5,000
Longevity
Overtime
Benefits
Hospitalization
498,680
508,963
560,477
609,128
54,687
63,385
63,144
72,667
16
11,222
12,196
11,546
18,271
3,824
4,076
4,243
5,112
443
423
415
540
66,934
70,945
71,227
83,649
Fica-Medicare
6,855
7,156
7,897
8,831
7,083
6,368
5,785
5,863
306
318
328
432
Prescription
Dental
Vision Care
Life Insurance
Travel
151,370
164,867
164,586
195,365
6,251
7,000

Cable Professional Services
2,000
650
7,241
9,650
81

Other Contractual
Office Supplies
990
591
512
578
1,000
10,000
14
70,914
56,000
10,591
526
71,572
57,000
500
Postage
53
67
66
100
Computer Hardware
68
488
1,620
852
1,500

609
1,686
918
2,100
6,141
11,782
17,142
18,804
6,141
11,782
17,142
18,804
674,632
687,823
814,694
892,047
February 1, 2016
General Fund
206
General Government
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
5,539
5,804
5,539
5,804
Office of Budget and Management

$ (000)
1000.
900.
800.
670 - Intrdept Chg
700.
640 - Materials
600.
630 - Contractual
500.
620 - Oth Trng
400.
515 - Benefits
300.
510 - Salaries
200.
100.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Government
General Fund
207
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Budget Administrator
30,214.95
107,006.06
PROFESSIONALS
2
Accountant IV
20,800.00
61,213.89
Budget Analyst
20,800.00
54,612.13
Deputy Budget Administrator
26,273.96
84,984.86
Senior Budget & Management Analyst
26,273.96
80,628.83
10
20,800.00
54,612.13
TOTAL FULL TIME
PART TIME
1
Budget Analyst
TOTAL PART TIME
11
TOTAL DIVISION
February 1, 2016
General Fund
208
DIVISION OF PUBLIC HEALTH ADMINISTRATION

Natoya Walker Minor, Interim Director
Division
Department
of Public Health
of Public
Administration
Health
Mission Statement
To coordinate, direct and supervise the activities of the department.
The Department of Public Health works to ensure the health and well being of Cleveland residents through
primary care services, health education, mental health, and substance abuse programs, air pollution monitoring
and enforcement, lead poisoning prevention programs and other environmental health initiatives.
The Department consists of four cost centers: Administration, and the Divisions of Health, Environment, and Air
Quality. In total, the Department employs approximately 140 employees and will have an operating budget in
excess of $15 million in 2014. Grants and revenue from federal, state, and local sources will support more than
$9.3 million in programs in 2014.
February 1, 2016
General Fund
209
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
2014
Actual
467,881
2,725
2015
Unaudited
494,679
3,600
2016
Budget
524,980
665,584
3,375
3,200
Wage Settlements
443
443
Separation Payments
37,039
14,001
Overtime
1,269
Benefits
Hospitalization
470,606
537,030
542,799
668,784
51,844
69,613
88,455
101,411
143
13,662
15,685
18,546
21,589
3,895
4,252
4,540
5,664
407
437
460
624
62,434
77,745
75,893
94,299
Fica-Medicare
6,641
7,583
7,682
9,702
6,246
6,332
6,160
5,742
284
301
338
528
Prescription
Dental
Vision Care
Life Insurance
Travel
145,557
181,947
202,073
239,559
1,008
1,000
975
1,200

3,238
4,498
1,245
23,708

Property Rental
Other Contractual
200
4,211
3,000
5,186
4,400
3,030
493
150
14
515
22,746
22,746
23,428
23,428
2,835
3,438
2,822
3,000
250
296,693
274,929
322,143
350,608
235
235
324,261
325,206
348,642
380,581
189
200
Purchase Of Tests
28
3,293
4,246
Security Services


Office Supplies
205
189
690
$
718
1,159
$
1,159
650
$
850
2,663
3,091
4,223
4,633
2,663
3,091
4,223
4,633
947,522
1,052,490
1,104,082
1,298,807
February 1, 2016
General Fund
210
Revenues
2013
Actual
Miscellaneous
2014
Actual
85,156
Sale Of City Assets
54,512
85,156
2015
Unaudited
$
1
$
54,513
2016
Budget
6,627
6,627
Division of Public Health Administration

$ (000)
1400.
1200.
670 - Intrdept Chg
1000.
640 - Materials
630 - Contractual
800.
620 - Oth Trng
600.
515 - Benefits
510 - Salaries
400.
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
211
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Director of Public Health
50,795.81
182,067.01
26,273.96
84,984.86
13.11
19.16
1
Stock Clerk
PROFESSIONALS
0
27,193.55
115,424.36
Chief of Computer Operations
23,647.11
87,143.34
27,325.56
108,011.58
Epidemiologist
40,000.00
91,405.96
Fiscal Manager
23,647.11
87,143.34
Health Services Administrator
27,325.56
85,577.88
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
Sr. Programmer Analyst
23,647.11
71,459.83
11
TOTAL FULL TIME
11
TOTAL DIVISION
February 1, 2016
General Fund
212

DIVISION OF HEALTH
Kathy Rothenberg, Interim Commissioner
Division of Health
Mission Statement
The Division of Health's mission is to maximize the health and well-being of the people of
Cleveland by preventing disease and injury, promoting wellness, assuring access to quality
healthcare, and health education.
The Division of Health is responsible for a broad array of programs and services designed to promote, maintain
and improve the health status of Clevelanders. The objective of the Health Division is to interpret and enforce
those sections of the State and City law which pertain to public health and disease control. Specific activities of
the Health Division include direct medical services, public health nursing, communicable disease surveillance,
sexually transmitted disease control, inspection and licensure of medical facilities, laboratory services, chronic
disease prevention and health promotion, mental health and substance abuse prevention and treatment, AIDS
education, and HIV testing and counseling and maternal health education and infant mortality reduction.
The Health Division also operates the Bureau of Vital Statistics, which is responsible for the issuance of all birth and
death certificates and for keeping, collecting and maintaining those statistics which reflect the general health
status of Cleveland.
Grant funding supplements General Fund monies and enables the Health Division to provide a wide range of
health services throughout the community. These services include immunization activities and infant mortality
reduction. The MomsFirst program (formerly known as Healthy Family/Healthy Start) funds a community-wide
consortium of providers to reduce the infant mortality rates in Cleveland.
PROGRAM NAME:
OBJECTIVES:
CITIES READINESS INITIATIVE

To enhance emergency preparedness in the Greater Cleveland metropolitan statistical area.
To develop plans to respond to a large-scale bioterrorist event by dispensing antibiotics to
the entire population of the Greater Cleveland MSA within 48 hours.
ACTIVITIES:
Lead emergency preparedness efforts in Northeast Ohio. Establish and maintain

relationships with regional public health partners in the Cleveland MSA. Build training and
exercise activities that support emergency preparedness. Increase awareness about personal
emergency preparedness via education and outreach. Test and drill emergency preparedness
capabilities both locally and regionally.
PROGRAM NAME:
OBJECTIVES:
CLEVELAND OFFICE OF MINORITY HEALTH

To provide leadership to reduce health inequities in minority communities of Cleveland.
ACTIVITIES:
Inform and educate citizens and professionals about significant minority health and health
care issues. Provide technical assistance for program planning and evaluation related to
minority health issues. Monitor and report the health status and outcomes of minority
Clevelanders. Serve as the clearinghouse for the coordination of community health efforts
that target and impact Cleveland minority populations.
PROGRAM NAME:
OBJECTIVES:
DIVISION OF NURSING
To provide services that protect and promote the health of people who live and work in
Cleveland.
ACTIVITIES:
Provide Immunizations, flu vaccinations, and reproductive and adolescent health services.
Conduct day care, maternity unit, and abortion clinic inspections, and telephone triage.
Provides community screening and preventive health services.
February 1, 2016
General Fund
DIVISION OF HEALTH
213
PROGRAM NAME:
OBJECTIVES:
HEALTH ADMINISTRATION
To provide administrative and operational support in the planning, directing and evaluation
of all Division of Health components and activities to ensure that all resources are utilized to
the benefit of the Citizens of Cleveland.
ACTIVITIES:
Manage general fund and grant budgets, program and service activities, personnel
management and administration. Supervise and evaluate Division of Health programs and
activities at the Citys health centers. Coordinate with other agencies and departments on
public health issues, initiatives and enforcement actions.
PROGRAM NAME:
OBJECTIVES:
MENTAL HEALTH AND SUBSTANCE ABUSE

To offer help and guidance to those citizens suffering from mental health or chemical
dependency problems, and to support initiatives that address substance abuse prevention
and mental health promotion.
ACTIVITIES:
Provide counseling and prevention activities for adults, youth, individuals, families and
groups in the area of alcoholism and drug abuse. Promote initiatives that address mental
health and well being.
PROGRAM NAME:
OBJECTIVES:
MOMSFIRST
To reduce racial disparities in infant mortality and poor birth outcomes experienced by
African Americans in the City of Cleveland.
ACTIVITIES:
Provide Outreach, Case Management, Health Education, Interconceptual Care Services, and
Perinatal Depression Screening and Referral through home visits to attain reductions in
disparities.
PROGRAM NAME:
OBJECTIVES:
NEIGHBORHOOD HEALTH CENTERS - J. GLEN SMITH, THOMAS MCCAFFERTY

To provide the public with personal health care programs within their own neighborhoods.
ACTIVITIES:
Immunize children to reduce the incidence of preventable childhood diseases. Provide

education and treatment programs to identify and decrease the incidence of sexually
transmitted diseases. Provide laboratory testing medical treatment and direct referral of both
adult and child patients. Provide HIV/AIDS prevention activities, testing, supportive services
and case management. Provide public health nursing services.
PROGRAM NAME:
OBJECTIVES:
OFFICE OF COMMUNICABLE DISEASE SURVEILLANCE & EPIDEMOLOGY

To provide disease surveillance, data collection, data analysis, health education, and disease
prevention services designed to protect the health of Clevelanders.
ACTIVITIES:
Conduct communicable disease surveillance including follow-up education and prophylaxis

for all reportable diseases withing the State of Ohio for all residents within the City of
Cleveland. Coordinate outbreak investigations and analyze communicable disease and
chronic disease data. Provide education to public health staff, the community, and first
responders on communicable diseases, chronic diseases, outbreak investigations and
bioterrorism diseases. Coordinate planning activities, exercise development and increased
awareness in relation to infectious disease emergencies.
February 1, 2016
General Fund
214

DIVISION OF HEALTH
PROGRAM NAME:
OBJECTIVES:
OFFICE OF HIV/AIDS SERVICES

To respond to the HIV/AIDS epidemic in Cleveland and Cuyahoga County. To provide regional
leadership, planning and advocacy on HIV/AIDS issues; monitor and fund HIV/AIDS
programs; provide resource development assistance; and serve as a model in the provision of
direct HIV/AIDS services to specific underserved populations.
ACTIVITIES:
Disseminate epidemiological reports and other related information on affected communities.

Raise public awareness through media, community planning and meetings. Provide
advocacy to ensure sufficient funding provided to the region. Provide assistance to agencies
in continuous development of programs. Serve on all funding advisory groups. Obtain
additional resources for care and services for HIV prevention. Prevent the spread of HIV/AIDS
by maximizing health and social outcomes, and coordinating Network with other social
service agencies to expand efforts. Establish models of service delivery.
PROGRAM NAME:
OBJECTIVES:
VITAL STATISTICS
To maintain an accurate record of all births occurring in Cleveland and for anyone born in
Ohio and keep those statistics which reflect upon the general health status of the City. To
register death certificates for all but 4 municipalities within Cuyahoga County.
ACTIVITIES:
Register birth and death certificates for Cleveland and all but 4 municipalities within
Cuyahoga County. Distribute, for a fee, records of births, death and stillbirths. Provide
indigent cremation services.
February 1, 2016
General Fund
DIVISION OF HEALTH
215
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
1,098,925
11,650
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
2015
Unaudited
1,238,075
2016
Budget
1,305,851
11,528
10,078
1,426,878
10,950
9,086
9,716
12,207
11,511
3,827
7,000
1,241
7,985
1,812
2,000
1,124,023
1,278,185
1,331,284
1,446,828
199,346
238,472
279,029
296,950
31
116
Prescription
38,910
46,544
51,451
54,829
Dental
12,399
13,553
12,794
14,268
1,654
1,878
1,811
2,052
149,299
176,489
184,935
203,726
Fica-Medicare
13,428
16,002
17,022
19,127
21,675
11,800
16,836
22,420
970
1,090
1,093
1,440
9,926
826
Clothing Allowance
1,990
2,361
2,520
2,520
150
150
150
150
Vision Care
Life Insurance
Travel
449,779
509,280
567,641
617,482
30
250
1,751
5,500
4,990
5,000
305
38
300
$
Utilities
Brokered Gas Supply
Gas
Electricity - Cpp
Electricity - Other
COBRA-Medical Coverage
330
18,130
130
555
22,843
4,500
6,909
22,725
15,000
23,407
20,497
12,663
12,228
12,595
170,568
153,743
154,050
158,672
53,034
3,012
2,763
3,260
939
1,264
263,168
193,525
191,766
197,934
329,966
553,404
531,903
822,993
15
177
4,639
4,988
5,251
5,320
Waste Disposal
3,981
Security Services
11,815
13,868
12,169
Freight Expense
549
166
520
February 1, 2016
General Fund
216

DIVISION OF HEALTH
2013
Actual
Property Rental
Equipment Rental
2014
Actual
2015
Unaudited
2016
Budget
500
1,000
1,505
1,347
1,455
1,400
215,588
215,588
306,199
258,702
55
Other Contractual
35,458
79,692
35,030
82,000
Indigent Relief
79,001
91,000
92,280
93,000

Office Supplies
666,938
962,480
986,001
1,277,104
18,800
172
500
Postage
Computer Software
Purchase Of Tests
Chemical
Medical Supplies
Food
26
75
100
1,749
913
900
853
218
681
600
6,020
16,587
10,242
16,540
871
999
1,000
Laboratory Supplies
9,319
7,440
11,585
7,000
Medical Equipment
372
Other Supplies
4,225
7,769
1,065
2,000
Pharmaceutical Supplies
7,946
12,000
17,137
12,000
Greenhouse Maintenance Suppl
1,450
377
4,330
7,774
6,171
5,000
Maintenance
54,691
54,520
47,955
45,640
1,500
553
426
600
Car Washes
570
1,500
553
996
600
117,639
110,256
136,543
138,244
Charges From W.P.C.
154
461
50,583
52,757
35,359
38,788
6,830
6,250
6,328
6,979
17,489
25,286
12,285
16,420
6,233
6,555
5,888
3,000
Charges From Parks Maintenance
3,235
4,529
1,941
3,000

Charges From M.V.M.
February 1, 2016
202,163
205,633
198,806
206,431
35,357
45,824
35,357
45,824
2,762,592
3,240,089
3,377,181
3,807,019
General Fund
DIVISION OF HEALTH
217
Revenues
2013
Actual
2014
Actual
1,380,274
2015
Unaudited
1,357,932
2016
Budget
1,435,928
1,336,383
Grant Revenue
Licenses & Permits
50
136,000
131,090
600,605
111,283
Miscellaneous
$
1,516,274
1,489,021
2,036,583
1,447,666
Division of Health
$ (000)
4000.
699 - Exp Recovery
3500.
670 - Intrdept Chg
3000.
650 - Maintenance
2500.
640 - Materials
630 - Contractual
2000.
625 - Utilities
1500.
620 - Oth Trng

515 - Benefits
1000.
510 - Salaries
500.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
218
DIVISION OF HEALTH
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Health
45,021.46
150,984.16
ADMINSTRATIVE SUPPORT
5
Junior Clerk
11.97
14.86
Principal Clerk
14.88
21.12
Private Secretary
10.00
22.29
Senior Clerk
12.47
17.43
11
10
11
10.00
17.20
20,800.00
58,564.01
Chief of Laboratories
23,647.11
82,780.43
Computer Operator
10.00
24.50
Director Of Public Hlth Nursg
26,273.96
84,984.86
Grant Aministrator
22,333.40
77,446.20
Health Center Director
22,333.40
77,446.20
Project Coordinator
27,325.56
99,702.63
Public Health Nurse III
39,098.75
56,231.40
26,273.96
80,628.83
Supervisor Of Vital Statistics
20,800.00
57,473.28
14
14
14
17.51
19.57
16.86
24.95
PARA-PROFESSIONALS
Community Health Aide
PROFESSIONALS

1
Mechanical Handyman
TECHNICIANS
2
30
28
30
TOTAL FULL TIME
30
28
30
TOTAL DIVISION
February 1, 2016
Clinical Laboratory Technician II
General Fund
DIVISION OF ENVIRONMENT
219
Patrick Cusick, Deputy Commissioner

Division of Environment
Mission Statement
To promote, prevent, and protect the environment to ensure citizens who reside in or visit the
City of Cleveland are not negatively impacted by environmental hazards.
The Division of Environmental Health includes two(2) Bureaus, which administer some 17 environmental program
activities, most of which are mandated by City codes or State of Ohio statutes. The Bureau of Environmental
Health Services objective is to provide programmatic activities (inspections, surveillance and investigations) at a
sufficient level to protect the health of the public as it relates to the programs charged to the Bureau through
existing codes. Duties of the Bureau consist of food safety inspections and training, nuisance complaint
investigations, rodent and vector control activities, school environment inspections, solid and infectious waste
inspections and the approval of various license applications as imposed by City and State codes, and allied duties
which may be imposed by ordinance or statute.
The Bureau of Lead Safe Living-Healthy Homes objective is to reduce the incidence of lead poisoning in children
and early identification and action to reduce blood lead levels in children diagnosed with lead poisoning. The
Bureaus activities include screening children ages 1-5 for blood lead levels through direct outreach and
cooperation with health care providers; operating a laboratory to analyze blood lead samples; providing medical
monitoring and follow-up of lead poisoned children; inspecting residences of lead poisoned children.
PROGRAM NAME:
OBJECTIVES:
ENVIRONMENTAL HEALTH SERVICES

The Division of Environment Environmental Health Services Program objective is to ensure
that the citizens in the city of Cleveland are free of environmental hazards that impact the
quality of life. Environmental hazards that impact the quality of life in the city of Cleveland
are the failure to abate grass 8' in height and/or the failure to abate the nuisance of noxious
weeds, failure to abate the nuisance of refuse and/or junk, garbage, tires and other wastes,
failure to abate the nuisance of stagnant water and the failure to eradicate an infestation of
insects or rodents. In addition to these exterior hazards, public health sanitarians also inspect
for mold and other indoor environmental hazards. Public Health Sanitarians in the
Environmental Health Services Program are also responsible for inspecting Barbershops,
Public Laundries and Hotel/Motels. Another responsibility of Public Health Sanitarians in
Environmental Health Services is the prevention of zoonotic diseases. Zoonotic diseases (also
called zoonoses) are infectious diseases that can be spread from animals to humans.
Zoonotic diseases include:
Those that can be transmitted directly from animals to humans (e.g., rabies)
Diseases that can be acquired indirectly by humans through ingestion, inhalation or contact
with infected animal products, soil, water or other environmental surfaces that have been
contaminated with animal waste or a dead animal (e.g., anthrax, leptospirosis)
Vector-borne diseases that require a mosquito or other arthropod to transmit disease from
animals to humans (e.g., Rocky Mountain spotted fever, St. Louis encephalitis, West Nile virus)
PROGRAM NAME:
OBJECTIVES:
FARM ANIMALS AND BEES

The Division of Environment Farm Animal Program is designed to allow the citizens of
Cleveland to have farm animals based on the square footage of the parcel. The objective of
this program is to permit the keeping of farm animals and bees in a manner that prevents
nuisances to occupants of nearby properties and prevents conditions that are unsanitary or
unsafe. The keeping of chickens, ducks, rabbits and similar farm animals, and cages, coops
and enclosures for the keeping of such animals, shall be governed by the following
regulations. (1) In Residential Districts. In Residential Districts, the following regulations shall
apply: No more than one (1) such animal shall be kept on a parcel of land for each eight
hundred (800) square feet of parcel or lot area. For a standard residential lot of four thousand
February 1, 2016
General Fund
220

eight hundred (4,800) square feet, this regulation would permit no more than a total of six (6)
such animals. No roosters, geese or turkeys may be kept in a Residential District except on a
parcel that is at least one (1) acre in area and only if the coop or cage housing the bird(s) is at
least one hundred (100) feet from all property lines.
PROGRAM NAME:
OBJECTIVES:
FOOD SAFETY
The Division of Environment Food Safety Program objective is ensuring that all food sold in
the city of Cleveland is safe and wholesome for human consumption. This is achieved by
inspecting food service operations (e.g., restaurants, vending machine locations, mobile and
temporary food service operations) and retail food establishments (grocery stores and corner
stores). All inspections are governed by the rules and regulations of the Ohio Uniform Food
Safety Code Chapter 3717-1 of the Ohio Administrative Code, Chapter 3717 of the Ohio
Revised Code related to food service operations and Chapter 3701-21 of the Ohio
Administrative Code. In addition to inspecting FSO's and RFE's, the Public Health provides
trainings to the general public such as Person-in-Charge and ServSafe courses designed to
educate on practices that prevent the spread of foodborne illnesses.
Public Health
Sanitarians also acts as liaison with the Division of Health's Epidemiology section regarding
foodborne disease outbreaks involving food service operations.
PROGRAM NAME:
OBJECTIVES:
LEAD SAFE LIVING-HEALTHY HOMES

The Division of Environment Lead Safe Living-Healthy Homes Program objective is to reduce
the incidence of lead poisoning in children and to reduce the blood lead levels in children
diagnosed with lead poisoning. In addition, the Lead Safe Living-Healthy Homes Program
provides public and professional education, public health lead investigations and case
management to the parents and guardians of children who test positive for lead. The
program addresses the needs of lead-poisoned children from birth through 72 months of
age. The Lead Safe Living-Healthy Homes Program also assists family members, medical care
providers and other community members to reduce and prevent lead poisoning. The
program also promotes the national lead poisoning prevention guidelines set forth by the
CDC.
PROGRAM NAME:
OBJECTIVES:
PUBLIC SWIMMING POOLS, SPAS AND SPRAY GROUNDS

The Division of Environment Public Swimming Pools and Spray Ground Program objective is
to ensure that all swimming pools, spas and spray grounds in the city of Cleveland are
chemically safe and free of recreational water illnesses. Recreational water illnesses are
caused by germs you can get by swallowing, breathing in mist from, or having contact with
contaminated water. Public Health Sanitarians in this program inspect and provide technical
assistance and training on the operation, maintenance, troubleshooting and evaluation of
public swimming pools, serve as a resource for the general public relative to aquatic
recreation issues, protection from disease transmission, personal safety, and complaint
investigations.
PROGRAM NAME:
OBJECTIVES:
SCHOOL ENVIRONMENTAL HEALTH AND SAFETY PROGRAM

The Division of Environment School Environmental Health and Safety Program objective is to
improve the environmental health of Cleveland's schools through non-regulatory means. A
growing body of research strongly supports the importance of school environmental health
to both the educational success and overall health and well-being of school children and
staff. "Poor environmental conditions can thwart academic progress by making it harder for
students to concentrate, causing or exacerbating illness in students and staff, increasing
absences and lost work days, and diverting school funds to pay for costly repair and
remediation projects. Public Health Sanitarians in this program inspect all schools in the city
of Cleveland utilizing the Ohio Department of Health School Environmental Health
Inspection Guidance Document.
PROGRAM NAME:
OBJECTIVES:
SOLID AND INFECTIOUS WASTE DISPOSAL

The Division of Environment Solid and Infectious Waste Disposal objectives are to conduct
solid and infectious waste inspections according to the Ohio EPAs regulations. The Division
of Environment Solid and Infectious Waste Disposal include the licensing and inspection of
February 1, 2016
General Fund
221
facilities that handle solid and infectious wastes such as Sanitary Landfill, Industrial Landfill,
Solid Waste Transfer Facilities, Composting Facilities, Construction and Demolition Debris
Sites, Methane Gas Monitoring and all Solid Waste Facilities undergoing closure. The
Program also inspects Infectious Waste Treatment Facilities (where infectious wastes are
treated by chemical means, autoclaving, or incineration) and Generators of Infectious Waste
Facilities (where infectious wastes are generally stored on-site.) These facilities are subdivided into two groups - Large Generators (those generating more than 50 pounds in a
month); and Small Generators (those generating less than 50 pounds in a month). Such
facilities include hospitals, doctor and dentist offices, tattoo and body piercing
establishments, or other places that generate infectious waste as defined in the Ohio EPA
regulations.
February 1, 2016
General Fund
222

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
2014
Actual
538,636
2015
Unaudited
519,257
2016
Budget
873,173
738,052
6,050
6,125
6,250
6,900
Wage Settlements
1,885
2,557
Separation Payments
39,489
30,095
14,000
Overtime
812
15,717
Benefits
Hospitalization
544,686
567,568
927,792
758,952
97,603
96,941
129,061
137,741
100
13,982
14,951
19,071
21,177
6,615
6,456
7,860
7,800
848
818
956
1,032
73,695
73,598
131,073
105,838
Fica-Medicare
5,274
6,249
11,121
10,283
8,829
11,631
13,684
39,872
463
441
544
720
8,773
Prescription
Dental
Vision Care
Life Insurance
Travel
216,181
211,087
313,370
324,463
637
5,300

1,285
500
230
1,055
4,500
787
525
2,340
10,300
345
10,446
3,075
Security Services
Property Rental
Other Contractual
696
1,741
2,844
2,700
19,996
30,500
32,960
32,960
5,634
3,014
515
2,000
129,062
129,062
150,178
151,520
998
998
18,993
155,733
175,762
187,494
211,248
80
500
Purchase Of Tests
Chemical
$
February 1, 2016
295

Office Supplies
150
46
877
6,247
5,853
1,054
4,000
1,426
1,333
3,740
6,247
7,325
2,467
9,117
General Fund
223
2013
Actual
Maintenance
2014
Actual
713
2015
Unaudited
2016
Budget
600
1,375
722
Car Washes
156
156
300

713
1,531
156
1,622
7,330
7,126
7,329
7,421
3,535
5,333
6,934
7,606
7,228
8,493
9,958
10,982
14,373
11,241
12,257
10,269
Charges From M.V.M.

32,466
32,193
36,479
36,278
1,273
1,273
956,812
997,264
1,470,098
1,351,980
Revenues
2013
Actual
Licenses & Permits
2015
Unaudited
105
2016
Budget
330
10,570
6,314
22,328
2,930
7,006
6,653
52,684
30,800
Miscellaneous
$
2014
Actual
17,576
13,072
75,343
33,730
$ (000)
1600.
1400.
699 - Exp Recovery
1200.
670 - Intrdept Chg

650 - Maintenance
1000.
640 - Materials
800.
630 - Contractual
600.
620 - Oth Trng

515 - Benefits
400.
510 - Salaries
200.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
224
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Environment
42,758.15
142,024.13
20,800.00
58,564.01
10.00
22.29
14.03
21.23
20,800.00
62,541.14
1
Private Secretary
PROFESSIONALS
1
Caseworker II
Dist Supv Environmental Hlth
TECHNICIAN
1
Chemist
18.49
28.21
Lead Inspector
14.26
23.68
Public Health Sanitarian I
15.48
22.33
Public Health Sanitarian II
17.38
24.80
Public Health Sanitarian IV
18.77
31.99
10
12
10
15
TOTAL FULL TIME
12
10
15
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF AIR QUALITY
225
George Baker, Commissioner

Division of Air Quality
Mission Statement
To ensure that emissions of regulated air pollutants from industrial sources in Cleveland and
Cuyahoga County are in compliance with Federal, State, and Local regulations and to monitor
ambient air quality within the Greater Cleveland area to meet Federal Clean Air standards each
day of the year.
The Cleveland Division of Air Quality (CDAQ) serves as Ohio EPA's delegated Local Air Agency for all of Cuyahoga
County. CDAQ issues air pollution permits under the Codified Ordinances of the City of Cleveland, and develops
state air pollution permits on behalf of Ohio EPA. Through facility inspections and investigation of citizen
complaints, CDAQ ensures that regulated commercial and industrial sources are in compliance with their permits
and any other conditions specified in Federal, State or local regulations. CDAQ installs, operates, and maintains
monitoring equipment, and reports resultant data, for ambient levels of criteria air pollutants throughout the
Greater Cleveland area, including all of Cuyahoga County, as a component of the statewide monitoring network.
ACTIVITIES:
Some of the many activities of the Division include.

Inspecting Major, Synthetic Minor, and Minor sources on a frequency established by Ohio
EPA.
Inspecting all gasoline dispensing facilities every year.
Investigating all citizen air quality complaints.
Inspecting demolition and asbestos abatement projects for compliance with the Asbestos
National Emission Standard for Hazardous Air Pollutants.
Operating ambient air quality and special air monitoring equipment 365 days a year.
Developing and or issuing air pollution permits.
Assisting other Divisions and Departments on multi-media issues, for example, illegal
dumping and hazardous waste sites.
Providing air quality and pollution prevention information to citizens and community
organizations through a range of outreach activities.
February 1, 2016
General Fund
226

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
85,569
Longevity
2015
Unaudited
85,042
2016
Budget
82,864
86,586
475
475
475
475
Wage Settlements
10,888
10,888
Separation Payments
7,500
Benefits
Hospitalization
86,044
96,405
94,227
94,561
9,863
10,094
10,623
11,775
Prescription
2,636
2,443
2,860
2,906
782
728
711
720
59
54
51
60
11,602
11,946
12,106
12,255
Fica-Medicare
1,229
1,376
1,388
1,262
1,364
1,099
1,120
986
42
41
41
48
Dental
Vision Care
Life Insurance
Travel
27,578
27,779
28,900
30,012
5,500

150
1,216
10,000
150
1,216
15,500
8,019
Freight Expense
(78)
195
5,765
5,765
275,905
276,100
270,335
276,100
Other Contractual
276,022
289,884
276,100
276,100
100
100
389,794
415,285
399,227
416,273
Revenues
2013
Actual
Miscellaneous
161,601
991
$
February 1, 2016
2014
Actual
162,592
2015
Unaudited
155,671
999
$
156,670
151,031
2016
Budget
$
96,888
$
247,919
150,000
150,000
General Fund
227

$ (000)
450.
400.
350.
640 - Materials
300.
630 - Contractual
250.
620 - Oth Trng
200.
515 - Benefits
150.
510 - Salaries
100.
50.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
228
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Air Quality
TOTAL FULL TIME
TOTAL DIVISION
February 1, 2016
42,758.15
142,024.13
General Fund
PUBLIC SAFETY ADMINISTRATION
229
Michael McGrath, Director

Public
Department
Safetyof
Administration
Public Safety
Mission Statement
To provide executive oversight of all activities of the Department of Public Safety including the
development of policy, coordination of resources, organizing, budgeting, and the development
and implementation of staffing plans for the Divisions of the Department; act as a liaison
between the divisions and Cleveland City Council; and, ensure fiscal responsibility for the
Department.
In addition to the Divisions of Police, Fire, Emergency Medical Service, Animal Care and Control and Corrections,
Public Safety Administration oversees the activities of the following Sections: General Administration, Medical
Unit, Office of Information Technology, Office of Emergency Management, Office of Professional Standards and
the Police Review Board.
General Administration is responsible for the management of each Division within the Department of Public
Safety and for each Section within Public Safety Administration. Among its responsibilities are policy and system
development, planning, personnel administration, collection and analysis of data for all Safety divisions,
responding to various requests for public records, and maintaining fiscal control. This office also acts as a liaison
between the various divisions within the Department of Public Safety and City Council.
The Medical Unit is responsible for monitoring and facilitating work related medical needs for Public Safety
employees.
The Office of Information Technology provides support for all Public Safety technology projects, and manages the
Department's IT network and telecommunications system. The Office of Emergency Management oversees
efforts to prevent, plan for, protect against, respond to and recover from major events such as natural disasters or
terrorist attacks.
The Office of Professional Standards is responsible for investigating complaints made against members of the
Department of Public Safety by citizens and recommends disposition. The Police Review Board is responsible for
reviewing the completed investigations of each citizen complaint alleging police misconduct, incidents involving
the use of deadly force and situations involving in-custody injury or death.
PROGRAM NAME:
OBJECTIVES:
GENERAL ADMINISTRATION
To develop and implement policy necessary to sustain Department operations.
ACTIVITIES:
Provide direction and oversight of the operating divisions within the department; research
and develop policy issues; maintain fiscal control; and, coordinate personnel administration.
PROGRAM NAME:
OBJECTIVES:
MEDICAL UNIT
Provide direction and oversight of work related medical needs of the department.
ACTIVITIES:
Maintain physician monitoring of illness and injuries through a coordinated medical review
office.
PROGRAM NAME:
OBJECTIVES:
OFFICE OF EMERGENCY MANAGEMENT

To assist first responders, City employees and the general public in preventing, planning for,
protecting against, responding to and recovering from disasters and major events, natural or
otherwise.
ACTIVITIES:
Maintaining and staffing the City's Emergency Operations Center, developing the City's
disaster response plans and annexes, coordinating Incident Management training programs
for employees and others, and coordinating and training various Community Emergency
Response Teams (CERT).
February 1, 2016
General Fund
230

PROGRAM NAME:
OBJECTIVES:
OFFICE OF INFORMATION TECHNOLOGY

To maintain and provide technical support for all Public Safety IT needs and projects such as
the 9-1-1 Computer Aided Dispatch System (CAD), the Police Records Management System
(RMS), all radio telecommunications, and all mobile and security-related infrastructure and
equipment.
ACTIVITIES:
Maintaining and providing technical and logistical support for all technology needs of the
Department of Public Safety; serving as project sponsor and project manager for new
technology projects such as the wireless video surveillance camera system, Automated
License Plate Reader System (ALPR), and record management systems.
PROGRAM NAME:
OBJECTIVES:
OFFICE OF INTEGRITY CONTROL, COMPLIANCE, AND EMPLOYEE ACCOUNTABILITY

Review, track, and investigate complaints regarding the Division of Fire and the Division of
EMS including, but not limited to, internal and external complaints, alleged or possible
administrative violations, and alleged or possible criminal related conduct/activity. The
Department of Human Resources will continue to investigate allegations of Sexual
Harassment, Workplace Violence, and EEO related matters.
ACTIVITIES:
On-going and random audits of division payroll, record, inventory, and other administrative
activity.
Inspections of division facilities and operations in conjunction with the division chain of
command.
Monitor division compliance with regulatory agencies, including but not limited to licensing
and certifications.
Any other duties as assigned by the Director of Public Safety.
PROGRAM NAME:
OBJECTIVES:
OFFICE OF PROFESSIONAL STANDARDS

To investigate citizen complaints again Cleveland Division of Police personnel in a complete,
fair, and impartial manner.
ACTIVITIES:
Present the completed investigations to the Civilian Police Review Board (CPRB) for hearing
and disposition.
PROGRAM NAME:
OBJECTIVES:
POLICE REVIEW BOARD

To review the completed investigations of each citizen complaint alleging police misconduct,
use of deadly force incidents and situations involving in-custody injury or death. To conduct
hearings concerning various incidents. To recommend disciplinary dispositions for the Chief
of Police and Director of Public Safety.
ACTIVITIES:
Determine if the incidents have been properly investigated. Recommend discipline for rule
violations when appropriate.
February 1, 2016
General Fund
231
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
1,887,734
2015
Unaudited
2,484,353
2016
Budget
2,629,475
2,589,762
Board Members
48,394
51,190
39,575
Longevity
10,150
13,325
15,725
14,500
5,134
5,134
Separation Payments
33,522
232,960
11,726
75,000
Overtime
45,054
78,931
66,442
40,000
Wage Settlements
Benefits
Hospitalization
2,024,854
2,865,893
2,768,078
2,719,262
216,613
307,568
381,420
360,926
219
Prescription
53,425
59,766
72,462
69,362
Dental
16,757
20,770
21,083
20,280
1,560
1,924
2,024
2,148
264,758
361,886
386,273
370,197
(634)
Fica-Medicare
25,454
34,424
37,381
39,429
24,619
39,532
25,831
28,968
1,209
1,531
1,649
1,872
6,403
530
1,168
1,060
1,060
Vision Care
Life Insurance
Clothing Allowance
Travel
605,143
834,338
929,183
894,242
750
3,848
8,595
800
240
1,684
1,886
2,100
158
533
163
125
159
955
200
Utilities
Steam
1,148
6,224
11,599
3,225
29,718
54,814
71,217
73,457
29,718
54,814
71,217
73,457
4,872
154,811
1,409
Court Reporter
342
Cable Professional Services
Security Services
1,105
Medical Services
4,917
2,420
1,485
2,500
13,055
10,063
9,421
8,000

February 1, 2016
General Fund
232

2013
Actual
Property Rental
2014
Actual
2015
Unaudited
2016
Budget
175,000
175,000
195,000
Equipment Rental
1,064
Other Contractual
3,961
4,433
5,000
34

Office Supplies
198,908
171,597
192,888
210,500
339
346
126
700
Postage
350
519
621
105
18,944
5,785
Small Equipment
1,275
2,000
2,725
5,548
3,831
6,134
4,000
Food
110
Other Supplies
86
1,087
978
3,493
5,865
4,217
4,500
Computer Supplies
Computer Hardware
Medical Supplies
Safety Equipment
Maintenance
29,908
14,585
17,642
11,550
7,818
710
420,786
496,714
982,826
1,046,317
413,444
66,641
204,052
202,492
43,000
93,413
33,665
2,679
190
13,500
10,652
Repair Parts
Maintenance Misc. Equipment
893,409
664,776
1,221,253
1,259,461
113,448
88,959
97,686
98,903

Charges From M.V.M.
February 1, 2016
2,504
26,701
19,240
23,478
25,754
4,904
2,633
2,127
2,345
20
147,578
110,832
123,291
127,002
9,085
760
9,085
760
3,930,666
4,732,144
5,335,911
5,298,699
General Fund
233
Revenues
2013
Actual
2014
Actual
9,190
2015
Unaudited
10,614
2016
Budget
7,933
13,185
1,900
1,800
11,617
1,500
Grant Revenue
4,101
200
53,986
205,344
81,834
5,000
Licenses & Permits

Miscellaneous
$
69,177
217,958
101,384
19,685
Public Safety Administration

$ (000)
6000.
699 - Exp Recovery
5000.
670 - Intrdept Chg

650 - Maintenance
4000.
640 - Materials
630 - Contractual
3000.
625 - Utilities
620 - Oth Trng
2000.
515 - Benefits
1000.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
234
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Director of Public Safety
50,795.81
182,067.01
Publice Safety Medical Director
80,000.00
250,000.00
Office of Professional Standards Administrator
26,273.96
72,945.53
Public Safety IT Manager
65,000.00
115,588.44
Secretary to the Director
36,590.39
146,639.64
Supervisor Of Computer Operations
30,214.95
91,848.40
5
Principal Clerk
14.88
21.12
Private Secretary
10.00
22.29
Senior Clerk
12.47
17.43
PROFESSIONALS
4
27,193.55
115,424.36
20,800.00
58,499.94
20,800.00
58,564.01
Budget Analyst
20,800.00
54,612.13
30,214.95
107,006.06
Executive Commission Public Safety Project - Grants
36,590.39
146,639.64
Executive Commissioner of Public Safety - Operations
36,590.39
146,639.64
Fiscal Manager
23,647.11
87,143.34
Grant Administrator
22,333.40
77,446.20
Network Analyst II
30,214.00
97,709.06
Office of Professional Standards Investigator
20,092.80
55,191.48
Personnel Adminstrator
26,273.96
84,984.86
Personnel Assistant
20,800.00
48,871.45
Police Stress Consultant
75,000.00
131,350.50
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
Public Health Nurse III
39,098.75
56,231.40
20,800.00
51,677.50
February 1, 2016
General Fund
235

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
31
27
25
Position
Surgeon of Police
Minimum
Maximum
43,107.75
86,888.32
10.00
24.50
25,000.00
53,769.65
27,325.56
96,463.81
TECHNICIAN
2
Computer Operator
PC Technician
NON EEO REPORTING

0
Emergency Operations Center Manager
Manager of Public Safety Office
47
42
39
TOTAL FULL TIME
BOARD MEMBERS
1
Police Review Board Chair
7,775.00
7,775.00
Police Review Board Member
7,200.00
7,200.00
TOTAL BOARD MEMBERS
54
48
39
TOTAL DIVISION
February 1, 2016
General Fund
236

DIVISION OF POLICE
Calvin Williams, Chief
Division of Police
Mission Statement
To protect the lives and property of all citizens against criminal activity and to create an
environment of stability and security within the community.
The highest priority of the Division of Police is providing basic police services to the community. The Division is
organized into three main functional operations in order to deliver these services in the most efficient and cost
effective manner possible.
Administrative Operations provide the necessary support services that enable Field Operations and Homeland
Special Operations to function as effectively as possible. Administrative Operations provides warrant, subpoena,
and property processing; radio and telephone communications; management of information and human
resources. Additional functions include the reporting and recording of crimes and incidents and the continued
development of the Division through planning and training of all personnel.
Field Operations provide response to citizen calls for assistance through uniformed patrol activities in five districts
and interacts with the community via various community programs, Community Relations, and Auxiliary Police.
The District support section assists uniformed patrol efforts through the investigation of major offenses,
concentrated enforcement action on specific complaints and crime patterns analysis. The Bureau of Traffic
provides crowd control and traffic control at major events and investigates serious traffic accidents. Quality of life
issues are addressed by the Community Services Units.
Homeland Special Operations is composed of three main sections which provide a variety of investigative,
technical, and preventive services along with establishing security initiatives. Investigations are completed by
detective bureaus that specialize in specific crimes such as homicides, sex crimes, and domestic violence crimes.
Support units such as SWAT handle volatile situations where specialized training is required. Technical support
provides forensic and crime scene analysis as well as photographic and lab services. Homeland prevents,
responds, and investigates terror activities in our City and the Greater Cleveland area by securing our airports,
analyzing crime data for future preventive crime and terrorist trends. Homeland coordinates and shares law
enforcement intelligence with local, state, and federal law enforcement agencies.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATIVE OPERATIONS
Provide all necessary support activities for the Field Operations, Homeland Security, and
Special Operations.
ACTIVITIES:
Establish operating policies and procedures for the Division of Police. Prepare and manage
the operating and capital budgets for the Division of Police.Recruit, hire and train both
uniform and civilian employees. Record and maintain payroll and personnel records. Collect
and record all criminal incident reports. Handle open record requests. Operate and maintain
radio and telephone communications. Oversee the storage of recovered, confiscated, and
forfeited property and vehicles.
PROGRAM NAME:
OBJECTIVES:
FIELD OPERATIONS
To provide protection against loss of life, bodily injury, and property loss, and to empower the
community and Divisional personnel in their combined efforts to reduce crime and the fear
of crime with an emphasis on joint planning, evaluation and operations. To reduce traffic
accidents in the community and provide safer conditions for motorists, pedestrians, and
citizens using public streets within The City of Cleveland.
ACTIVITIES:
Investigate all major offenses against persons and property. Provide Patrol and Community
Based Policing activities. Participate with citizens on Community Relations Committees, the
Auxiliary Police Program, Crime Prevention Fairs, Night Out Against Crime, the Task Force on
February 1, 2016
General Fund
DIVISION OF POLICE
237
Violent Crime and similar projects in response to community needs. Develop close working
relationships with residents by interacting while on patrol and attending community
functions.
Provide neighborhood patrols to areas that could benefit from close on-going interaction
between the Police and the community. Participate in Community Services program which
aggressively investigates and focuses on deterring crimes that occur on the streets in highly
populated, distressed neighborhoods. Conduct DARE programs, Child Accident Prevention
Programs, Crime Watch Training, and other programs in response to the needs of the
community. Alleviate traffic congestion, restore normal traffic flow, and provide traffic and
crowd control at special events. Respond to scenes of traffic accidents and prepare
traffic
reports.
PROGRAM NAME:
OBJECTIVES:
HOMELAND SECURITY
To target the perpetrators of criminal activity which include threats and criminal actions
against the security of our City.
ACTIVITIES:
Establish homeland security initiatives within The City of Cleveland and the greater Cleveland
area. Prevent, respond, and investigate terrorist activities in our City and around the Greater
Cleveland area. Provide security and patrols of Cleveland Hopkins Airport, City Hall, and the
borders of the City. Analyze and report crime trends in the City and surrounding area. Assist
outside agencies with protective details of dignitaries.
PROGRAM NAME:
OBJECTIVES:
SPECIAL OPERATIONS
To target the perpetrators of specific crimes such as auto thefts, financial crimes, homicides,
sexual assaults, and drug trafficking for arrest and prosecution.
ACTIVITIES:
Aggressively investigate crimes that occur in the City of Cleveland. Conduct enforcement
activities against specific crimes within a target neighborhood using decoy, surveillance or
search operations based upon crime analysis and trends.
Maintain contact with and enlist the assistance of community leaders and residents to
identify those responsible for neighborhood criminal activity. Perform crisis intervention;
handle hostage negotiations and other highly dangerous and volatile situations
where
specialized training or equipment is required. Provide support to district operations in
improving the quality of life in neighborhoods through the enforcement of drug laws and by
suppressing juvenile crime. Detect offenders through crime processing and the use of the
Automated Fingerprint Identification System (AFIS) and the use of weapons through the
National Integrated Ballistic Imaging Network (NIBIN).
February 1, 2016
General Fund
238

DIVISION OF POLICE
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
8,956,005
2015
Unaudited
8,954,369
2016
Budget
8,791,146
9,211,115
21
Military Leave
(52,026)
15,975
45,531
Part-Time Permanent
202,281
222,080
208,023
330,937
5,754
5,435
438,262
1,310,783
326,472
873,600
1,482,827
1,406,912
1,306,396
1,500,000
Uniformed Personnel
89,447,064
85,706,928
88,542,656
99,691,001
Uniformed Overtime
12,034,380
11,470,600
12,368,508
11,000,000
898,475
892,000
874,600
862,450
56,719
205,266
21,719
Separation Payments
3,881,574
3,685,845
3,696,940
3,100,000
Overtime
1,537,797
1,300,305
1,771,719
1,400,000
436,236
431,462
455,476
450,000
Injury Pay
Student Trainees
School Guards
Longevity
Wage Settlements
Deferred Overtime Payments

Benefits
Hospitalization
119,319,594
115,608,280
118,414,641
128,419,103
14,834,772
15,335,231
17,381,810
17,474,966
1,701
Prescription
3,257,488
3,285,428
4,305,300
3,558,732
Dental
1,061,143
1,076,169
1,066,520
971,460
98,700
99,795
97,856
101,664
1,652,420
1,694,674
1,701,528
1,741,887
19,170,634
20,833,092
21,155,608
22,011,026
Fica-Medicare
1,501,514
1,488,620
1,579,305
1,876,578
3,593,847
3,909,126
2,785,132
2,988,252
Life Insurance
71,964
70,074
70,230
84,432
47,349
43,247
24,975
40,000
Clothing Allowance
584,497
471,525
663,995
613,450
977,683
976,304
1,155,771
955,450
Vision Care

Travel
46,853,712
49,283,286
51,988,028
52,417,897
960
862
4,043
300
164
156
5,752
5,401
3,634
5,500
February 1, 2016
5,916
10,559
4,796
5,500
General Fund
DIVISION OF POLICE
239
2013
Actual
Utilities
Brokered Gas Supply
Cellular Servicess
Gas
Electricity - Cpp
Electricity - Other
Steam
2014
Actual
72,522
2015
Unaudited
96,238
2016
Budget
75,279
77,538
1,343
42,106
35,359
39,101
40,274
906,107
971,627
1,076,262
1,108,550
57,172
60,045
80,138
94,563
563,466
554,909
675,670
695,940
1,641,373
1,718,179
1,947,795
2,016,865
301,009
330,939
656,616
350,000
Court Reporter
55
42,838
26,218
52,659
25,000
707
6,625
7,408
5,520
9,000
Medical Services
3,120
13,815
55,324
20,057
10,295
3,509
6,000
69,994
71,699
88,939
70,000
466
2,700
17,566
18,000
19,750
20,480
16,000
70,000
92,414
83,700
38,369
65,000
584
Referee Services

Property Rental
Towing
Other Contractual
Office Supplies
Postage
554,207
563,301
936,686
618,180
1,538
5,000
510
1,046
1,530
1,000
Computer Supplies
192
Computer Hardware
2,223
3,853
6,164
2,983
13,589
21,263
20,000
Clothing
63,758
69,180
27,039
60,000
Small Equipment
88,744
67,596
74,179
80,000
999
96,210
91,700
100,640
100,000
1,769
2,032
3,213
3,500
1,499
2,000
28,604
19,270
16,347
10,000
Photographic Supplies
5,000
12,250
5,000
11,000
2,195
Computer Software
Fuel

Ammunition
Hygiene And Cleaning Supplies
Lumber, Glass, And Drywall
Laboratory Supplies
February 1, 2016
General Fund
240

DIVISION OF POLICE
2013
Actual
Printed Materials
2014
Actual
2015
Unaudited
2016
Budget
1,531
32,478
11,732
15,000
121,681
77,631
100,970
110,000
2,023
1,000
56,982
60,829
64,655
60,000
1,674
3,000
Other Supplies
Batteries
Maintenance
470,837
457,679
435,786
481,500
210
4,331
2,000
64,401
90,339
90,698
440,000
1,260
2,000
41,683
30,488
18,723
35,000
7,708
41,263
6,520
10,000
26,912
15,127
45,791
50,000
Maintenance Machinery & Tools

Car Washes
140,914
182,808
161,731
539,000
3,574
570
17,515
10,000
Police Chief Expense Fund

224,000
229,000
250,000
227,574
220,570
246,515
260,000
1,433,585
1,408,842
1,678,932
1,699,845

Charges From W.P.C.
Charges From M.V.M.
220,000
1,023,957
1,417,057
872,166
1,472,426
1,384
1,230
436,059
470,596
324,084
355,511
66,646
85,806
81,786
90,195
2,489,029
3,133,746
2,270,540
2,360,601
5,450,659
6,516,047
5,228,738
5,978,578
24,444
9,283
24,444
9,283
174,664,787
174,585,152
179,374,001
190,736,623
Revenues
2013
Actual
February 1, 2016
639,270
2014
Actual
$
2015
Unaudited
636,348
708,791
2016
Budget
$
545,000
General Fund
DIVISION OF POLICE
241
Revenues
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
7,605
6,056
1,115
Grant Revenue
2,606,577
1,758,158
363,001
416,666
Miscellaneous
9,837,413
11,156,325
9,888,208
9,911,470
15,802

$
13,090,865
13,572,689
10,961,115
10,873,136
Division of Police
$ (000)
200000.
699 - Exp Recovery
180000.
670 - Intrdept Chg
160000.
660 - Claims
140000.
650 - Maintenance
120000.
640 - Materials
100000.
630 - Contractual
80000.
625 - Utilities
60000.
620 - Oth Trng
40000.
515 - Benefits
20000.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
242
DIVISION OF POLICE
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Chief of Police
69,682.20
175,910.15
15
16
15
Captain of Police
90,596.28
91,096.28
12
12
12
Commander of Police
105,171.70
105,671.70
Commissioner of Traffic Control
100,062.71
100,562.71
Deputy Chief of Police
63,966.00
148,201.09
54
53
54
Lieutenant of Police
78,031.28
78,531.28
196
194
196
Sergeant of Police
67,199.38
67,699.38
283
281
283
10.00
17.21
0
Accountant Clerk I
Chief Clerk
22,050.00
52,504.47
Junior Clerk
11.97
14.86
Messenger
10.00
16.01
Principal Clerk
14.88
21.12
Private Secretary
10.00
22.29
Secretary
10.00
18.59
Stock Clerk
13.11
19.16
Telephone Operator
10.00
17.99
Typist
12.02
16.17
20,800.00
37,422.27
20,800.00
60,614.58
14.88
23.30
29
26
31
PARA-PROFESSIONALS
Docket Clerk
PROFESSIONALS
Accountant I
Accountant III
Accountant III
15.48
25.84
27,193.55
115,424.36
20,800.00
58,499.94
Communication Specialist - Bilingual
26,282.65
40,828.63
Photographer
10.00
23.30
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
Systems Analyst
20,800.00
63,677.78
12
February 1, 2016
General Fund
DIVISION OF POLICE
243
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
PROTECTIVE SERVICES
1,022
1,031
1,031
Patrol Officer I
53,922.22
58,361.54
68
62
62
Patrol Officer II
48,815.46
52,834.34
64
81
81
Patrol Officer III
47,116.49
50,995.50
83
31
63
Patrol Officer IV
45,904.64
49,683.88
Police Safety Aide
23,890.36
31,826.74
75
50
85
Police Trainee*
10.50
10.50
26
24
26
Traffic Controller
15.55
16.18
1,267
1,233
1,267
15.66
16.29

Hostler
TECHNICIANS
8
Chief Radio Dispatcher
47,070.48
51,328.22
Computer Operator
10.00
24.50
Data Conversion Operator
12.02
16.17
Data Conversion Supervisor
20.47
21.73
Fingerprint Examiner
22,440.00
45,456.15
Forensic Video Specialist
50,000.00
78,810.30
98
87
98
Police Radio Dispatcher
26,286.18
44,706.04
Safety Telephone Operator
24,425.64
35,180.95
25,500.00
63,063.40
13.47
19.37
15.66
16.29
27,325.56
99,702.63
Scientific Examiner
58
53
58
180
160
180
1,774
1,710
1,773
TOTAL FULL TIME

PART TIME
Hostler
Project Coordinator
355
312
355
School Crossing Guard
20.50
29.58
14
11
14
Traffic Controller
15.55
16.18
371
325
371
TOTAL PART TIME
2,145
2,035
2,144
TOTAL DIVISION
* Denotes amount not included in Total Headcount
February 1, 2016
General Fund
244

DIVISION OF FIRE
Calvillo Angelo, Acting Chief
Division of Fire
Mission Statement
To serve the City of Cleveland with the highest degree of quality and professionalism through a
proactive commitment to prevent and mitigate emergency situations where life and property
are at risk.
The Cleveland Division of Fire is responsible for providing fire suppression, fire code enforcement, fire safety
education, technical rescue operations, hazardous material regulation and response, and basic and advanced life
support pre-hospital care and transportation in support of the Division of Emergency Medical Service (EMS), for
the City of Cleveland through a coordinated system of response assets located strategically throughout the
community. The Division supports the response system by conducting administrative operations,
communications, and training of its employees to ensure the community receives superior fire, rescue, and
emergency medical response.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To plan, direct, coordinate, control and evaluate all aspects of the Divisional operations to
ensure resources are being used effectively and efficiently.
ACTIVITIES:
Plan and prepare operating and capital budgets. Manage daily operations, maintain
discipline, monitor and implement sick leave, light duty and leave of absence procedures.
Collect compile and enter data on alarms, employee work hours and other data into data
base systems. Participate in planning of rehab and construction of Division facilities.
Schedule and coordinate public fire education programs, public relations and news releases
in conjunction with the Mayors Office, Public Safety Directors Office and other interested
community organizations. Time keeping and payroll activities are maintained through a
consolidation of Division of Fire and EMS employees, overseen by a civilian Administrative
Manager, who reports to an Assistant Director of the Department of Public Safety.
PROGRAM NAME:
OBJECTIVES:
COMMUNICATIONS
To provide efficient communication for the Division of Fire in coordination with the Division
of EMS to ensure timely and effective deployment to all emergencies.
ACTIVITIES:
Receive and dispatch all calls for assistance. Determine proper response and dispatch fire
fighting and or medical/rescue units. Coordinate and control emergency radio transmission
and provide a communications/command vehicle for major incidents. Provide support and
maintenance for all communication systems for dispatching and recording of fire alarms,
response times, fire loss estimates and other records.
PROGRAM NAME:
OBJECTIVES:
OPERATIONS
To save lives and property by: extinguishing and preventing the spread of fire, providing
immediate medical care and rescue and extrication services, abating hazardous material
releases, and investigating the causes and origins of fires.
ACTIVITIES:
Respond in coordination to over 60,000 emergency alarms annually with necessary

personnel, apparatus and equipment to provide the fire suppression, emergency medical
care, transport, and other rescue operations necessary to mitigate any emergency that
presents itself to the community where life and property are at risk. Conduct daily training
according to Training Program directive. Maintain apparatus, equipment and stations.
Inspect buildings and fire hydrants and investigate fires and accidents.
February 1, 2016
General Fund
DIVISION OF FIRE
245
PROGRAM NAME:
OBJECTIVES:
OPERATIONS SUPPORT
To provide the required equipment, supplies and support services for Fire Operations.
ACTIVITIES:
Provide, issue, maintain and repair all rescue equipment, small equipment and supplies to
insure other programs maintain operational capacity, including self contained breathing
equipment (SCBA), personal protective clothing, hoses, nozzles, small tools and equipment,
supplies and all materials needed for continued operations. Provide 24 hour emergency
apparatus repair. Provide pre-incident information on streets, buildings, hazardous
conditions, hydrant and water mains.
PROGRAM NAME:
OBJECTIVES:
PREVENTION AND EDUCATION

To ensure life safety and reduce fires and the release of hazardous substances.
ACTIVITIES:
Perform fire and life safety inspections of all buildings except one and two family dwellings.
Review new construction and building renovations plans for compliance with state and local
fire safety laws. Test new and existing fire protection systems. Review and issue permits for
control of flammable and hazardous substances. Provide hazardous material specialists to
ensure hazardous material spills are cleaned up in compliance with local, state and federal
laws.
PROGRAM NAME:
OBJECTIVES:
TRAINING AND EDUCATION

To provide the necessary knowledge, skills and abilities to enable the Division of Fire to
operate in a safe and efficient, and cooperative manner to respond to all emergencies. To also
coordinate all pre-hospital care training with the Division of EMS, ensuring effective,
compliant, and professional application of all pre-hospital medical care protocols.
ACTIVITIES:
Conduct basic training classes for newly appointed firefighter to ensure compliance with
federal, state and industry standards. Provide hazardous material training to members of the
division to comply with Federal, OSHA, State and National fire Protection standards. Recertify Firefighters as Emergency Medical Technicians and maintain and update the Division
Drill manual. Conduct classes on safe driving, pump operations, aerial ladder operation,
rescue techniques and other pertinent subjects. Maintain training records, test and evaluate
new equipment and operations methods.
February 1, 2016
General Fund
246

DIVISION OF FIRE
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Military Leave
2014
Actual
316,367
8,104
Injury Pay
2015
Unaudited
284,379
5,719
2016
Budget
323,293
11,999
332,775
221
261,143
314,904
325,171
286,646
Uniformed Personnel
47,838,892
45,865,688
48,101,536
47,961,796
Uniformed Overtime
6,345,030
4,900,024
6,460,842
5,352,000
477,875
481,500
443,175
441,000
28,922
17,011
1,574,025
2,865,385
1,878,701
1,889,718
21,002
17,726
10,451
20,000
Student Trainees
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
174,571
174,977
174,138
175,000
57,017,008
54,939,444
57,746,317
56,458,935
7,207,691
7,345,080
8,124,750
8,391,233

Prescription
Dental
2,596
1,685,408
1,668,064
1,948,340
1,796,745
534,549
528,729
485,190
467,624
Vision Care
44,943
44,710
40,277
38,342
45,937
48,838
46,995
49,389
12,667,316
13,293,717
14,023,058
13,145,866
581,216
592,479
677,038
827,961
1,563,183
1,796,116
1,421,751
1,226,717
32,188
31,093
30,163
28,821
4,563
168,865
238,354
289,233
288,750

Fica-Medicare
Life Insurance
Clothing Allowance
366,442
$

Travel
365,098
439,083
432,400
24,900,334
25,956,838
27,525,878
26,693,848
544
2,266
1,461
1,500
1,880
3,025
3,214
3,000
7,873
4,065
1,258
5,500
450

Utilities
Brokered Gas Supply
2,318
4,237
3,500
12,615
12,541
10,170
13,950
103,784
128,040
100,715
103,736
Gas
Electricity - Cpp
Electricity - Other
Steam
76,963
71,877
65,275
67,234
384,115
398,470
386,747
398,350
26,469
22,810
25,207
29,745
68,576
$
February 1, 2016
3,185
659,908
94,368
$
715,565
105,085
$
683,030
108,238
$
707,303
General Fund
DIVISION OF FIRE
247
2013
Actual
Court Reporter
2014
Actual
7,957
425
2015
Unaudited
8,367
1,119
2016
Budget
119,823
58,400
798
750
9,917
16,217
13,613
20,000
51,609
17,381
36,409
4,348
4,159
3,954
6,500
Property Rental
3,500
3,500
1,750
3,500
Medical Services
Other Contractual
Office Supplies
47,851
46,139
45,661
40,000
125,606
96,882
222,007
129,150
4,154
2,687
4,256
5,000
Postage
Computer Supplies
Clothing
70
481
80
200
1,380
2,994
1,130
2,000
112,012
132,271
309,822
374,775
3,631
4,260
5,000
Small Equipment
8,316
14,730
10,793
20,000
500
6,477
8,192
4,000
44,103
47,022
33,106
35,000
1,500
1,750
Medical Supplies
29,220
44,604
39,925
50,000
Printed Materials
454
17,427
20,718
30,000

Electrical Supplies
Shop Equipment
Other Supplies
Safety Equipment
Batteries
1,715
48,257
42,416
50,000
5,500
9,520
43,184
164,000
645
1,566
1,159
2,500
11,390
$
Maintenance
66,502
11,021
295,355
950
11,594
345,033
950
10,000
519,896
754,725
950
6,950
18,070
29,587
18,000
Maintenance Electrical Equip
7,000
6,000
3,000
43,102
16,982
100
4,000
Repair Parts
7,500
6,500
17,000
10,000
Car Washes
720
480
500
39,190
53,784
67,194
55,000
Repair Of Overhead Doors
54,265
65,908
23,868
65,000
Maintenance Vehicles

159,677
168,194
138,228
156,450
3,490
3,771
4,000
3,490
3,771
4,000
February 1, 2016
General Fund
248
DIVISION OF FIRE
2013
Actual
2014
Actual
325,153
360,454
126,127
Charges From W.P.C.

2016
Budget
376,507
261,280
145,712
381,196
276,462
5,420
615
57,114
59,634
55,028
60,364
882
608
822
906
1,679,274
1,712,195
1,495,408
1,401,833

Charges From M.V.M.
2015
Unaudited
2,188,551
2,399,591
2,074,090
2,120,761
205,664
205,664
85,362,544
84,839,753
88,923,387
87,039,122
Revenues
2013
Actual
Grant Revenue
2014
Actual
353,696
2015
Unaudited
176,122
2016
Budget
191,511
177,250
63,264
Licenses & Permits
588,181
577,020
611,388
604,500
Miscellaneous
870,247
722,744
35,155
1,253,001
51

$
1,875,389
1,475,937
838,054
2,034,751
Division of Fire
$ (000)
90000.
699 - Exp Recovery
80000.
670 - Intrdept Chg
70000.
660 - Claims
60000.
650 - Maintenance
640 - Materials
50000.
630 - Contractual
40000.
625 - Utilities
30000.
620 - Oth Trng
20000.
515 - Benefits
10000.
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
DIVISION OF FIRE
249
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

6
Assistant Chief of Fire
56,790.30
128,087.58
25
22
25
Battalion Chief of Fire
84,117.25
91,042.46
56
56
56
Captain of Fire
72,514.87
78,484.88
Chief of Fire
64,407.00
175,910.15
163
158
163
Lieutenant of Fire
62,512.82
67,659.38
251
239
251
1
Principal Clerk
14.88
21.12
Private Secretary
10.00
22.29
Senior Clerk
12.47
17.43
PROFESSIONALS
1
Assistant Personnel Administrator
20,800.00
57,473.28
Project Director
22,333.40
82,706.96
Sr Internal Auditor
23,647.11
69,041.87
PROTECTIVE SERVICES
0
39
39
Apprentice-Medic I Fire
32
37
37
Apprentice-Medic II Fire
46,904.64
50,683.88
36
34
24
Apprentice-Medic III Fire
48,404.64
52,183.88
424
392
392
Firefighter
53,890.36
58,327.05
40
35
Fire Trainee*
10.50
10.50
492
502
492
751
749
751
TOTAL FULL TIME
751
749
751
TOTAL DIVISION
February 1, 2016
General Fund
250

DIVISION OF EMERGENCY MEDICAL SERVICE
Nicole A. Carlton, Acting Commissioner
Division of Emergency Medical Service
Mission Statement
To provide advanced out-of-hospital medical care and transportation to victims of illness or
injury. We are committed to improving the quality of life in the City of Cleveland by maintaining
the highest ethical and professional standards of pre-hospital care, treating our patients with
dignity and respect, and caring for each patient as if they were a member of our own family.
The Division of Emergency Medical Service (EMS) is responsible for providing advanced life support pre-hospital
care and transportation to the appropriate medical facility for the City of Cleveland through a coordinated
communications network in cooperation with the Department of Fire. The Division of EMS ensures that patients
receive optimal care through an initial cadet training program, Certificate of Approval #1366 for continuing
education and paramedic certification accredited by the State of Ohio Department of Public Safety,
comprehensive performance improvement program, state of the art technologies, and medical oversight from
prominent medical professionals throughout the greater Cleveland area.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To plan, direct, coordinate, control, and evaluate all aspects of the Division of EMS.
ACTIVITIES:
Prepare, plan, and coordinate the Division's operating and capital budgets. Recruit and hire
employees; maintain disciplinary records, record payroll and personnel records. Maintain
patient care records; provide copies for legal, medical and billing purposes. Conduct
performance improvement activities and ensure quality service to the public.
PROGRAM NAME:
OBJECTIVES:
COMMUNICATIONS
To effectively respond, control and direct all emergency communications via telephone, radio
and data transmissions in a cooperative manner with the Division of Fire.
ACTIVITIES:
Evaluate 9-1-1 calls for assistance through call prioritizing system designed to determine the
call type, priority level and subsequent type of response for the Divisions of EMS and Fire.
Provide pre-arrival patient care instructions to callers and coordinate appropriate third party
resources to assist in the treatment and transportation of patients. Assist other City of
Cleveland agencies in checking on the welfare of community members.
PROGRAM NAME:
OBJECTIVES:
EMPLOYEE TRAINING AND EDUCATION

To plan, direct, coordinate, and assist in all educational activities in a consolidated and
cooperative manner with the Division of Fire for all pre-hospital medical care, through State
of Ohio Certificate of Approval #1366, for the Department of Public Safety, including state
certification at all levels; including recertification, cadet training, continuing education, as
well as, quality assurance/performance improvement.
ACTIVITIES:
Provide initial cadet training for all divisional employees. Conduct State of Ohio recertification and continuing education programs and classes for all levels of pre-hospital
providers. Conduct professional development activities for administrative, supervisory, field,
and communications center employees. Provide professional recognized enhancement
programs for all employees. Provide clinical experience for pre-hospital care providers
through the Field Training Officer Program. Perform pre-hospital paramedic and EMT
functioning testing as directed by the Department of Public Safety Medical Director.
Implement and maintain divisional performance standards to patient care protocols,
operating procedures, policies and procedures. Set performance benchmarks and monitor
compliance to benchmarks. Conduct education and remediation for employee performance
that is substandard to performance benchmarks.
February 1, 2016

General Fund
251
PROGRAM NAME:
OBJECTIVES:
OPERATIONS
To respond to emergency scenes, in cooperation with the Division of Fire, to provide basic
and advanced life support, transport patients to appropriate medical facilities, ensure
preparedness and response for domestic terrorism.
ACTIVITIES:
To respond to emergency scenes in a safe and expeditious manner. Provide basic and
advanced pre-hospital medical interventions in accordance with State of Ohio Department of
Public Safety guidelines. Transport patients to appropriate medical facilities. Document
medical patient care and billing information to be used for performance review and service
billing. Provide medical supply purchasing and distribution for the Divsions of EMS and Fire,
and oversee logistical and technological support for all pre-hospital care functions. Provide
supervisory oversight for all pre-hospital medical care and transportation.
PROGRAM NAME:
OBJECTIVES:
PUBLIC EDUCATION
To plan, direct, and coordinate all awareness and educational activities for the general public
in first aid, CPR, AED, 9-1-1 education, and general health screenings.
ACTIVITIES:
Provide certification and training in first aid, CPR, and AED in accordance with established
American Heart Association standards. Provide training and certification in babysitting in
accordance with established RED Cross standards. Provide training in Safe Sitter courses.
Function as community training center for the American Heart Association. Provide general
health screenings for the general population through a series of coordinated neighborhood
locations throughout the City of Cleveland. Promote general health and wellness education
through cooperative efforts with other leading health agencies. Install and maintain all City
of Cleveland AED's.
February 1, 2016
General Fund
252

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Military Leave
10,898,184
11,713
Injury Pay
Student Trainees
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
2015
Unaudited
11,111,389
9,524
2016
Budget
11,474,923
4,580
12,657,372
233
354,086
189,547
171,324
336,000
78,325
78,350
77,250
76,119
9,019
22,930
161,432
114,163
106,725
75,000
2,509,359
2,224,896
2,398,308
2,200,000
101,765
102,220
98,594
102,500
14,115,097
13,839,108
14,354,633
15,446,991
1,764,051
1,914,119
2,301,634
2,954,784
717
Prescription
411,112
416,479
488,974
630,860
Dental
127,086
128,353
123,000
163,596
13,200
13,123
11,667
16,260
1,865,859
1,907,805
1,964,476
2,152,079
Vision Care
Fica-Medicare
197,783
195,283
202,918
223,981
660,480
628,048
598,957
486,020
Life Insurance
9,617
9,650
9,640
13,716
3,304
13,064
28,910
20,000
Clothing Allowance
78,650
112,325
112,925
130,775
45,000
71,750
75,921
86,075

Travel
5,176,859
5,409,998
5,919,021
6,878,146
2,657
2,465
3,847
5,000

Utilities
Brokered Gas Supply
2,020
1,793
1,000
14,747
14,847
14,239
15,000
18,049
19,332
19,880
21,000
4,246
5,236
4,359
4,490
Gas
Electricity - Cpp
Electricity - Other
$
February 1, 2016
645
1,692
1,650
1,952
2,011
1,609
1,661
1,694
1,999
525
8,074
8,551
8,008
8,503
General Fund
253
2013
Actual
Referee Services
2014
Actual
18,234
2015
Unaudited
14,411
4,000
Janitorial Services
4,750
Medical Services
4,105

Other Contractual
Office Supplies
2016
Budget
9,152
20,000
3,140
2,500
7,401
13,500
2,181
2,054
1,500
1,009
797
1,021
2,000
4,776
11,643
28,098
33,565
27,010
39,500
816
1,049
Postage
484
1,753
1,680
2,500
Clothing
11,852
13,516
20,519
20,000
765
180
300
1,018
662
1,500

Electrical Supplies
18,528
20,128
16,433
17,000
318,282
372,107
370,041
380,000
Medical Equipment
75,429
92,349
140,726
170,000
Printed Materials
24,765
21,086
8,850
21,000
Medical Supplies
Other Supplies
367
82
571
500
Safety Equipment
50,885
39,865
85,334
95,000
76,616
116,557
191,117
125,000
714
37,748
31,633
20,000
Batteries
Maintenance
1,099
4,000
720,545
872,514
856,800
128,626
159,906
194,953
160,000

3,899
579,786

3,339
28,812
37,889
6,000
40,000
2,353
429
396
1,500
159,791
198,225
201,348
201,500
500
326
1,000
500
326
1,000
60,251
63,248
96,289
97,488
66,097
66,686
48,852
72,415
47,717
48,682
49,028
53,782
1,178
785
1,600
1,765
1,573,233
1,449,881
1,381,029
1,273,703

Charges From M.V.M.
1,748,477
1,629,283
1,576,798
1,499,153
21,834,731
21,858,606
22,979,540
24,952,593
February 1, 2016
General Fund
254

Revenues
2013
Actual
2014
Actual
11,630,122
2015
Unaudited
12,323,627
2016
Budget
10,464,483
14,184,300
Grant Revenue
5,873
Miscellaneous
181,776
223,344
15,096
5,200
11,817,771
12,546,971
10,479,578
14,189,500
Division of Emergency Medical Service

$ (000)
25000.
670 - Intrdept Chg
660 - Claims
20000.
650 - Maintenance
640 - Materials
15000.
630 - Contractual
625 - Utilities
10000.
620 - Oth Trng

515 - Benefits
5000.
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
255
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Emergency Medical Service
42,758.15
142,024.13
27,193.55
115,424.36
24,765.24
44,715.21
10.50
10.50
26,336.35
48,777.99
10.50
10.50
20,092.80
64,253.97
PROFESSIONALS
1
TECHNICIANS
30
26
30
Emergency Medical Dispatcher
Emergency Medical Dispatcher Trainee*
213
188
213
Emergency Medical Technician
30
15
30
Emergency Medical Technician Trainee*
16
15
16
Emergency Medical Technician Supervisor
259
229
259
261
231
261
TOTAL FULL TIME
261
231
261
TOTAL DIVISION
February 1, 2016
General Fund
256

DIVISION OF ANIMAL CARE AND CONTROL
Edward R. Jamison, Chief Animal Control Officer
Division of Animal Care and Control
Mission Statement
The City of Cleveland Division of Animal Control mission is to protect the safety of our residents
by impounding stray dogs and nuisance wildlife. Promote responsible pet ownership through
enforcement of city animal ordinances, pet identification, and animal adoption programs.
Animal Control Services is responsible for responding to all calls for services or complaints concerning all dogs
and nuisance wildlife. The Division is committed to the reduction of the Citys nuisance animal population by
contracting services to trap and dispose of unwanted skunks, raccoons, opossums, and groundhogs. The Division
is also committed to reducing the number of euthanized animals at the kennel by locating owners of lost dogs
and promoting animal adoptions, rescues, and transfers to other shelters.
PROGRAM NAME:
OBJECTIVES:
ANIMAL CONTROL
Enforce city ordinances.
ACTIVITIES:
Respond to complaints regarding stray, vicious, and nuisance dogs.
PROGRAM NAME:
OBJECTIVES:
NUISANCE ANIMAL REMOVAL

Reduce the number of the unwanted nuisance wildlife population that poses a safety risk to
residents and their pets.
ACTIVITIES:
Contract services to trap, remove, and dispose of nuisance skunks, raccoons, opossums, and
groundhogs.
February 1, 2016
General Fund
257
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
Part-Time Permanent
2014
Actual
550,482
2015
Unaudited
573,784
2016
Budget
639,400
627,907
2,588
16,710
17,206
64,608
56,721
106,644
84,878
Injury Pay
147
Longevity
4,025
4,425
4,025
4,625
1,422
1,422
Wage Settlements
Separation Payments
26,243
69,777
18,000
Overtime
43,141
44,207
47,327
40,000
Benefits
Hospitalization
691,087
767,046
798,965
792,616
121,048
132,745
182,286
178,448
Prescription
Dental
Vision Care
16,856
19,124
28,441
26,995
7,915
8,263
8,576
8,580
762
770
849
972
89,280
97,327
110,598
108,446
Fica-Medicare
8,948
10,338
10,718
11,493
9,231
28,947
26,490
13,592
Life Insurance
579
575
629
768
667
Clothing Allowance
2,600
2,500
2,500
2,800
3,325
4,025
4,025
3,675

Travel
261,212
304,614
375,118
355,769
131
405
1,133
1,000
281
405
1,283
1,150
7,797
10,459
7,477

Utilities
Brokered Gas Supply
150
150
150
7,701
Gas
4,296
3,370
3,110
3,203
Electricity - Other
8,908
9,765
10,421
12,297
476

21,476
23,594
21,008
23,201
210,414
191,780
129,400
144,000
Property Rental
5,664
Other Contractual
7,592
1,543
1,519
216,078
199,372
132,463
144,000
February 1, 2016
General Fund
258

2013
Actual
2014
Actual
874
Small Equipment
1,205
7,022
2015
Unaudited
2016
Budget
1,073
9,828
11,281
1,500
4,800
4,470
7,113
4,982
7,000
Medical Supplies
22,482
22,028
26,957
65,000
Other Supplies
10,308
16,296
14,541
15,000
2,778
1,559
15,769
4,000
Safety Equipment
1,636
$

49,571
1,801
$
59,831
1,910
$
76,514
1,800
$
99,100
500
500
8,433
11,179
16,013
16,213
6,775
11,470
5,945
10,569
5,979
3,122
4,888
5,362
1,926
1,452
834
919
Charges From M.V.M.
68,428
72,895
94,597
73,200
91,541
100,118
122,277
106,263
1,331,746
1,454,979
1,527,627
1,522,099
Revenues
2013
Actual
2014
Actual
40,648
Miscellaneous
49,520
8,601
$
49,249
2015
Unaudited
$
65,634
8,752
$
58,272
2016
Budget
$
3,843
$
69,477
65,000
65,000
Division of Animal Control Services

$ (000)
1600.
1400.
670 - Intrdept Chg
1200.
660 - Claims
640 - Materials
1000.
630 - Contractual
800.
625 - Utilities
600.
620 - Oth Trng

515 - Benefits
400.
510 - Salaries
200.
0.
2012 Actual
February 1, 2016
2013 Actual
Dec 2014
2015 Adopted
General Fund
259
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Chief Animal Control Officer
20,800.00
84,555.45
12.47
17.43
17.64
18.36
20,800.00
45,000.00
11.83
15.74
10.00
17.21
ADMINISTRATION SUPPORT
2
Senior Clerk
PROTECTIVE SERVICES
10
10
10
Animal Control Officer
Animal Adoption Vol/Coor
11
11
11

1
Custodial Worker
TECHNICIANS
1
16
16
16
Registered Animal Health Technician
TOTAL FULL TIME
PART TIME
2
Animal Control Officer
17.64
18.36
Registered Animal Health Technician
10.00
17.21
TOTAL PART TIME
10.00
11.37
SEASONAL
1
Student Assistant
TOTAL SEASONAL
20
20
20
TOTAL DIVISION
February 1, 2016
General Fund
260

DIVISION OF CORRECTION
David Carroll, Acting Commissioner
Division of Correction
Mission Statement
To provide facilities for the incarceration of persons who have been arrested and convicted of
crimes and sentenced by the court system.
The Division of Correction is charged with the responsibility of booking, processing, security, care, custody and
housing of persons arrested and those committed to our custody by the Courts. Limited rehabilitation programs
are provided for select residents. Features of these programs include Drug and Alcohol Rehabilitation programs,
General Education Development (GED) classes and court-sponsored work release programs.
PROGRAM NAME:
OBJECTIVES:
ALCOHOLICS ANONYMOUS
Facilitate same sex fellowship groups who share their experiences, strengths and hopes in an
effort to solve their common problem and help others to recover from alcoholism.
ACTIVITIES:
Small and large facilitated discussion groups.
PROGRAM NAME:
OBJECTIVES:
CUSTODIAL CARE
To ensure a sufficient level of security personnel to exercise control over the inmate
population while providing adequate, safe, humane housing and board.
ACTIVITIES:
Provide constant surveillance of all inmates to guarantee control and order. Maintain facilities
according to state codes. Provide adequate medical care for all persons committed to the
Institution.
PROGRAM NAME:
OBJECTIVES:
GENERAL EDUCATION DEVELOPMENT

To offer classes to both female and male residents the opportunity to obtain or complete
general education and obtain a GED diploma.
ACTIVITIES:
Small and large facilitated same sex classroom learning environment.
PROGRAM NAME:
OBJECTIVES:
SCHOOL RELEASE (COURT SPONSORED)

Allow resident to maintain education/training, primarily collegiate level, during their
incarceration.
ACTIVITIES:
Once approved by the Court, Social Worker, and Commissioner the resident may attend a
prior approved educational facility for classes and/or training.
PROGRAM NAME:
OBJECTIVES:
WORK RELEASE (COURT SPONSORED)

Allow resident to maintain employment during their incarceration.
ACTIVITIES:
Once approved by the Court, Social Worker, and Commissioner a resident will travel by bus or
pre-arranged transportation to their job which has been previously verified for approval.
February 1, 2016
General Fund
261
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
2014
Actual
4,905,626
2015
Unaudited
4,466,262
2016
Budget
4,868,571
5,731,891
328,690
316,680
259,342
323,028
Injury Pay
74,233
83,648
29,836
50,000
Longevity
44,700
44,975
42,275
86,950
57,043
46,649
85,057
58,813
41,319
25,000
1,494,327
1,260,221
987,202
1,027,418
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
6,932,633
6,287,643
6,275,194
7,244,287
1,065,085
1,005,667
1,063,033
1,445,787
214
192,502
171,912
183,890
277,846
74,537
68,112
59,563
80,736
7,632
6,984
6,131
8,688
925,116
867,421
864,947
1,010,700
112
96,772
89,046
89,122
105,042
591,342
469,516
137,206
506,026
5,953
4,996
4,948
7,248
15,134
9,326
10,135
5,000
Clothing Allowance
40,103
36,974
37,458
86,825
48,750
44,500
49,925
123,225
Prescription
Dental
Vision Care
Fica-Medicare
Life Insurance

Utilities
Brokered Gas Supply
3,063,140
2,774,565
2,506,358
3,657,123
400
1,200
3,600
15,000
400
1,200
3,600
15,000
26,733
26,466
20,557
21,174
Gas
11,994
9,583
9,440
9,724
Electricity - Other
94,320
88,152
93,592
110,439
133,048
124,200
123,590
141,337
663,937
666,899
511,494
671,518
100
2,302,547
1,554,729
1,463,584
1,700,000
850
33
100
Property Rental
40,800
40,800
40,800
45,000
Other Contractual
16,300
30,404
31,002
10,000
Medical Services
February 1, 2016
General Fund
262

2013
Actual
Indigent Relief
Bank Service Fees
Office Supplies
2014
Actual
2015
Unaudited
2016
Budget
200
221
100
3,024,655
2,292,865
2,046,880
2,427,018
893
504
1,242
4,000
Clothing
17,526
16,965
16,147
18,000
155
500
3,480
1,955
4,840
5,000
963
1,055
955
1,000
74,821
67,930
67,869
80,000
Painting Equipment & Supplies
308
501
570
900
1,225
3,107
138
1,000
416,477
436,033
404,848
550,000
403
1,000
3,092
5,071
5,000
109,301
134,215
91,973
115,000
2,100
3,897
2,120
5,000
Building Maintenance Supplies
500
5,222
3,506
5,500
115
560
57
4,000

Small Equipment
Electrical Supplies
Medical Supplies
Food
Other Supplies
Maintenance
632,412
675,959
594,268
795,900
30,516
24,801
13,506
25,000
Maintenance Fire Apparatus

850
950
2,000
1,200
3,000
5,000
32,866
26,851
17,456
32,000
2,599
2,331
348
2,000
2,599
2,331
348
2,000
15,970
16,563
18,438
18,668

Charges From W.P.C.
Charges From M.V.M.
February 1, 2016
2,350
32,459
26,790
17,675
31,151
778
36,068
45,869
75,393
82,704
358
460
337
372
43,841
51,168
37,716
38,846
129,474
140,850
149,560
171,741
13,951,227
12,326,464
11,717,254
14,486,406
General Fund
263
Revenues
2013
Actual
Miscellaneous
2014
Actual
8,489
88,538
$
97,027
2,205
2015
Unaudited
$
81,916
$
84,121
3,683
2016
Budget
$
770
$
4,453
$ (000)
16000.
670 - Intrdept Chg
14000.
660 - Claims
12000.
650 - Maintenance
10000.
640 - Materials
630 - Contractual
8000.
625 - Utilities
6000.
620 - Oth Trng

515 - Benefits
4000.
510 - Salaries
2000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
264
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

12
13
12
Correctional Supervisor
20,800.00
52,733.77
12
13
12
Chief Clerk
22,050.00
52,504.47
Private Secretary
10.00
22.29
Senior Clerk
12.47
17.43
1
4
Storekeeper
16.66
21.82
4
20,800.00
54,612.13
PROFESSIONALS
1
Budget Analyst
Caseworker II
14.03
21.23
Project Coordinator
27,325.56
99,702.63
20,800.00
51,677.50
104
89
114
17.29
19.37
104
89
114
PROTECTIVE SERVICE
Correctional Officer
2
Cook
13.77
16.75
Guard
17.29
18.27
Head Cook
10.00
18.91
Mechanical Handyman
17.51
19.57
Municipal Service Laborer
16.86
18.86
13
10
13
TECHNICIANS
Practical Nurse
18.99
20.99
Recreational Instructor III
10.00
20.13
141
122
151
30
10
10
Correctional Officers
17.29
19.37
30
10
10
TOTAL PART TIME
171
132
161
TOTAL DIVISION
TOTAL FULL TIME

PART TIME
February 1, 2016
General Fund
265
Damon Scott, Administrator

Mission Statement
To cause a full, complete, fair and impartial investigation to be made of each citizen complaint
filed with the Office of Professional Standards against an officer or employee of the Cleveland
Division of Police; to prepare and submit a completed report of the investigation resulting from
a citizen complaint to the Civilian Police Review Board for its review and disposition.
Citizen complaints may be filed in person at the Office of Professionals Standards (OPS), at the Cleveland Division
of Police (CDP) Headquarters, any of the five CDP District Stations, the Mayor's Action Center (MAC) or Director of
Public Safety's Action Center (DAC), or by mail or facsimile to OPS. All citizen complaints are assigned a file
tracking number and then assigned to a civilian investigator.
Once a file tracking number is designated and the complaint is assigned to a civilian investigator, a preliminary
investigation is conducted. If during the preliminary investigation it is determined that potential criminal conduct
or activity may have occurred, then OPS refers the investigation to the Internal Affairs Unit of CDP. If there is no
alleged criminal conduct or activity, then OPS will continue the investigation. During the course of the
investigation, the citizen and any potential witnesses are interviewed, the assignment and duty reports of the
officer(s) involved, as well as all relevant documentation is reviewed, and the officer(s) responds to the allegations.
At the conclusion of the investigation, it is reviewed and approved by the OPS Administrator, who then forwards it
to the Civilian Police Review Board (CPRB). The CPRB reviews all completed investigations conducted by OPS,
deliberates, and then determines if a civil violation of policy, training, or rules and regulations occurred. If the
CPRB determines that a violation did occur, then it sustains the complaint and accordingly recommends the
appropriate discipline to either the Chief of Police or the Director of Public Safety.
When the CPRB recommends discipline, a pre-disciplinary hearing is conducted in which OPS presents its
investigation to either the Chief of Police or the Director of Public Safety, or his designated hearing officer. The
officer(s) involved, who is present along with his/her union representatives, has the opportunity to respond to the
charges filed against him/her. The Chief of Police or the Director of Public Safety makes the final decision whether
or not to impose discipline against the officer(s) who was the subject of the citizen complaint.
PROGRAM NAME:
OBJECTIVES:

To investigate citizen complaints against Cleveland Division of Police personnel in a
complete, fair, and impartial manner.
ACTIVITIES:
Present the complete investigations to the Civilian Police Review Board (CPRB) for hearing
and disposition.
February 1, 2016
General Fund
266

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Benefits
Hospitalization
2014
Actual
2015
Unaudited
2016
Budget
585,610
585,610
117,744
Prescription
29,052
Dental
7,200
Vision Care
600
81,985
Fica-Medicare
8,492
6,627
Life Insurance
480

Travel
252,180
4,348
2,000
Training
15,870

Office Supplies
1,000
1,700
1,700
Charges From M.V.M.
23,218
5,300
10,000
15,300
878,008

$ (000)
900.
800.
700.
670 - Intrdept Chg
600.
640 - Materials
500.
620 - Oth Trng
400.
515 - Benefits
300.
510 - Salaries
200.
100.
0.
2013 Actual
February 1, 2016
2014 Actual
42339
2016 Adopted
General Fund
267
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

0
General Manager of Administrator Services
26,273.96
93,908.62
0
Private Secretary
10.00
22.29
Intake Specialist
10.00
17.21
PROFESSIONALS
0
27,193.55
115,424.36
Office of Professional Standards Investigator
20,092.80
55,191.48
10
TOTAL FULL TIME
10
TOTAL DIVISION
February 1, 2016
General Fund
268

POLICE REVIEW BOARD
Thomas Jones, Chair
Police Review Board
Mission Statement
To receive, cause investigation, and recommend resolution of citizen complaints filed with the
Office of Professional Standards alleging misconduct by an officer or employee of the Cleveland
Division of Police, when such misconduct is directed toward any person who is not a member of
the Cleveland Division of Police.
The Civilian Police Review Board (CPRB) conducts hearings on investigations of potential police misconduct. The
misconduct complained of may include, but not be limited to, the use of excessive or deadly force. On its own
complaint, the CPRB may cause investigation of incidents involving the use of deadly force by members of the
Cleveland Division of Police (CDP) and incidents resulting in the injury or death of persons in the custody of CDP.
In order to perform its duties and functions, the CPRB may compel the attendance of witnesses and production of
evidence and various documentation. For that purpose, the CPRB may issue subpoenas to be signed by the Chair.
During its review of an investigation conducted by the Office of Professionals Standards (OPS), and prior to
recommending any action be taken on a complaint or that a complaint warrants no action, the CPRB may, in its
sole discretion, hold a public hearing.
If and when the CPRB determines that a civil violation of policy, training, or rules and regulations occurred, then it
may recommend that discipline be imposed against an officer or employee of CDP. Accordingly, the CPRB shall
submit its recommendation to the Chief of Police or the Director of Public Safety. The CPRB also shall notify the
citizen of its disposition of his/her complaint.
PROGRAM NAME:
OBJECTIVES:
CIVILIAN POLICE REVIEW BOARD

To review the completed investigations of each citizen complaint alleging police misconduct,
use of deadly force incidents and situations involving in-custody injury or death. To conduct
hearings concerning various police incidents. To recommend disciplinary dispositions to the
Chief of Police and the Director of Public Safety.
ACTIVITIES:
Determine if the incidents have been properly investigated. Recommend discipline for rule
violations when appropriate.
February 1, 2016
General Fund
POLICE REVIEW BOARD
269
Expenditures
2013
Actual
Salaries and Wages
Board Members
2014
Actual
Part-Time Permanent
Benefits
2016
Budget
61,778
7,504
69,282
9,710
Fica-Medicare

Training
2015
Unaudited
1,014
10,724
11,362
11,362
91,368
Police Review Board

$ (000)
100.
90.
80.
70.
620 - Oth Trng
60.
515 - Benefits
50.
510 - Salaries
40.
30.
20.
10.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
270
POLICE REVIEW BOARD
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
BOARD MEMBERS
0
Police Review Board Chair
7,775.00
7,775.00
Police Review Board Member
7,200.00
7,200.00
TOTAL BOARD MEMBERS
12.47
17.43
PART TIME
0
Senior Clerk
TOTAL PART TIME
10
TOTAL DIVISION
February 1, 2016
General Fund
COMMUNITY POLICE COMMISSION
271
Blaine Griffin, Community Relations Board

Mission Statement
To leverage the experience and expertise of the people of Cleveland, and to ensure that the
Division of Police recognizes and operates in a manner consistent with cooperative community
understanding and engagement, the City established a Community Police Commission
consisting of 13 members who represent the many and diverse communities in Cleveland.
In accordance with paragraphs 15-21 of the Consent Decree, a Community Police Commission consisting of 13
members who represent the many and diverse communities in Cleveland was established on September 8, 2015.
Ten members of the Commission were appointed by a selection panel. Three members (one each) were
appointed by The Patrolman's Association, the Fraternal Order of Police, and the Black Shield. Paragraph 15 in the
Consent Decree states the Commission will have the following mandate:
To make recommendations to the Chief of Police and the City, including the Mayor and City Council, on
policies and practices related to community and problem-oriented policing, bias-free policing, and
police transparency;
To work with the many communities that make up Cleveland for the purpose of developing
recommendations for police practices that reflect an understanding of the values and priorities of
Cleveland residents; and
To report to the City and the community as a whole and to provide transparence on police department
reforms.
PROGRAM NAME:
OBJECTIVES:

To work with Cleveland communities to develop recommendations on policies and practices
related to: community and problem-oriented policing, bias-free policing, and police
transparency.
ACTIVITIES:
To fulfill the mandates of the Consent Decree, the Commission will hold public meetings;
review, assess and comment on public policies, practices, training and police reform
measures; issue reports to the community related to its activities and its recommendations;
and work with District Policing Committees.
February 1, 2016
General Fund
272

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Benefits
Hospitalization
2014
Actual
2015
Unaudited
2016
Budget
268,006
268,006
37,814
Prescription
9,326
Dental
3,600
Vision Care
300
38,634
Fica-Medicare
3,880
Life Insurance
240

Travel
93,794
3,990

400
4,390
300,000
2,760
1,200
Property Rental
14,000
Equipment Rental
15,360

Office Supplies
333,320
1,500
Postage
1,500
Computer Hardware
13,750
Computer Software
15,000
Food
1,200
18,000
Other Supplies
2,250
2,500
February 1, 2016
55,700
755,210
General Fund
273

$ (000)
800.
700.
600.
640 - Materials
500.
630 - Contractual
620 - Oth Trng
400.
515 - Benefits
300.
510 - Salaries
200.
100.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
274
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
PROFESSIONALS
0
27,193.55
115,424.36
21,851.06
75,668.09
Project Coordinator
27,325.56
99,702.63
20,800.00
58,564.01
TOTAL FULL TIME
TOTAL DIVISION
February 1, 2016
General Fund
POLICE INSPECTOR GENERAL
275
Calvin Williams, Chief of Police

Mission Statement
To assist the Division of Police in achieving compliance with policies, procedures, and the
requirements set forth by the Consent Decree by planning and conducting reviews and audits.
In accordance with paragraphs 250-254 of the Consent Decree, the Police Inspector General will work in the Office
of the Mayor, but will report to the Chief of Police. The duties of the Police Inspector General will include a review
of the Division of Police policies and practices to determine compliance with state and federal law, effectiveness,
consistency with principals to bias-free and community policing and procedural justice. Other duties of the Police
Inspector General will include auditing compliance with policies and procedures, conduct investigations, analyze
trends and develop specific recommendations for reform concerning policies, procedures, practices, training, and
equipment to improve police services and accountability.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATIVE OPERATIONS
To work with the Division of Police to achieve compliance with policies, procedures, state and
federal laws, and the requirements of the Consent Decree.
ACTIVITIES:
To fulfill the mandates of the Consent Decree, the Inspector General will perform
investigations, analyze trends, and make reports and recommendations, as appropriate, at
the request of the Chief of Police or the Mayor.
PROGRAM NAME:
OBJECTIVES:
FIELD OPERATIONS
To provide protection against loss of life, bodily injury, and property loss, and to empower the
community and Divisional personnel in their combined efforts to reduce crime and the fear
of crime with an emphasis on joint planning, evaluation and operations. To reduce traffic
accidents in the community and provide safer conditions for motorists, pedestrians, and
citizens using public streets within The City of Cleveland.
ACTIVITIES:
Investigate all major offenses against persons and property. Provide Patrol and Community
Based Policing activities. Participate with citizens on Community Relations Committees, the
Auxiliary Police Program, Crime Prevention Fairs, Night Out Against Crime, the Task Force on
Violent Crime and similar projects in response to community needs. Develop close working
relationships with residents by interacting while on patrol and attending community
functions.
Provide neighborhood patrols to areas that could benefit from close on-going interaction
between the Police and the community. Participate in Community Services program which
aggressively investigates and focuses on deterring crimes that occur on the streets in highly
populated, distressed neighborhoods. Conduct DARE programs, Child Accident Prevention
Programs, Crime Watch Training, and other programs in response to the needs of the
community. Alleviate traffic congestion, restore normal traffic flow, and provide traffic and
crowd control at special events. Respond to scenes of traffic accidents and prepare
traffic
reports.
PROGRAM NAME:
OBJECTIVES:
HOMELAND SECURITY
To target the perpetrators of criminal activity which include threats and criminal actions
against the security of our City.
ACTIVITIES:
Establish homeland security initiatives within The City of Cleveland and the greater Cleveland
area. Prevent, respond, and investigate terrorist activities in our City and around the Greater
Cleveland area. Provide security and patrols of Cleveland Hopkins Airport, City Hall, and the
borders of the City. Analyze and report crime trends in the City and surrounding area. Assist
outside agencies with protective details of dignitaries.
February 1, 2016
General Fund
276

PROGRAM NAME:
OBJECTIVES:
SPECIAL OPERATIONS
To target the perpetrators of specific crimes such as auto thefts, financial crimes, homicides,
sexual assaults, and drug trafficking for arrest and prosecution.
ACTIVITIES:
Aggressively investigate crimes that occur in the City of Cleveland. Conduct enforcement
activities against specific crimes within a target neighborhood using decoy, surveillance or
search operations based upon crime analysis and trends.
Maintain contact with and enlist the assistance of community leaders and residents to
identify those responsible for neighborhood criminal activity. Perform crisis intervention;
handle hostage negotiations and other highly dangerous and volatile situations
where
specialized training or equipment is required. Provide support to district operations in
improving the quality of life in neighborhoods through the enforcement of drug laws and by
suppressing juvenile crime. Detect offenders through crime processing and the use of the
Automated Fingerprint Identification System (AFIS) and the use of weapons through the
National Integrated Ballistic Imaging Network (NIBIN).
February 1, 2016
General Fund
277
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Benefits
Hospitalization
2014
Actual
2015
Unaudited
2016
Budget
110,000
110,000
11,772
Prescription
2,904
Dental
720
Vision Care
60
15,858
Fica-Medicare
1,598
Life Insurance

Travel
48
32,960
1,000
2,000
300
Office Supplies
3,300
500
500
300
300
1,450
250
1,700
148,760

$ (000)
160.
140.
670 - Intrdept Chg
120.
640 - Materials
100.
630 - Contractual
80.
620 - Oth Trng
60.
515 - Benefits
510 - Salaries
40.
20.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
278
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

0
Manager of Internal Audit
TOTAL FULL TIME
TOTAL DIVISION
February 1, 2016
40,314.82
125,582.86
General Fund
DEPARTMENT OF JUSTICE
279
Calvin Williams, Chief of Police

Mission Statement
To account for expenses directly related to the Consent Decree in the areas of recruiting,
training, independent monitor review, additional personnel and information technology needs.
In addition to the Divisions of Office of Professional Standards, Police Review Board, Community Police
Commission, and the Police Inspector General, the Consent Decree also requires additional functions that include:
recruiting, training, independent monitor review, additional personnel and information technology needs.
The recruitment plan will include specific strategies for attracting a diverse group of applicants, including officers
that are familiar with the different neighborhoods of Cleveland, who possess strategic thinking and problem
solving skills, emotional maturity, interpersonal skills, and the ability to collaborate with a diverse cross-section of
the community. (Paragraph 304)
The Division of Police will ensure all officers receive adequate training to understand: (a) how to police effectively
and safely in accordance with policies; and (b) the requirements of the Consent Decree, Ohio Law, and the
Constitution and laws of the Unites States. (Paragraph 269)
An independent monitor jointly selected by the City of Cleveland and the Department of Justice will serve as an
agent of the court to assess and report whether the requirements of the Consent Decree have been implemented,
and whether this implementation is resulting in constitutional and effective policing, professional treatment of
individuals, and increased community trust of the Division of Police. (Paragraph 350)
Additional Personnel will include:
Implementation Coordinator (Paragraph 385) - To facilitate the provision of data, documents,

materials, and access to the City's and the Division of Police's personnel to the independent monitor,
Department of Justice, and any other necessary parties to ensure compliance with the requirements
of the Consent Decree.
Civilian Head of Internal Affairs (Paragraph 178) - A qualified citizen will be hired to report directly to
the Chief of Police. This position will be someone who is not a current or former employee of the
Division of Police, and is not a current or retired law enforcement officer.
Crisis Intervention (Paragraph 131) - A Captain and Sergeant of Police will work together to better
facilitate communication between the Division of Police and members of the mental health
community and to increase the effectiveness of the Crisis Intervention Program.
The Division of Police will collect and maintain all data and records necessary to accurately evaluate
its use of force, search and seizure practices, facilitate transparency, and, as permitted by law, broad
public access to information related to the Division of Police. To fulfill the data analysis requirements
of the Consent Decree, four information technology positions will be added and additional software
will be purchased. (Paragraph 257)
February 1, 2016
General Fund
280

PROGRAM NAME:
OBJECTIVES:
CONSENT DECREE ADDITIONAL PERSONNEL

To account for the additional positions required by the Consent Decree in the areas of
Implementation Coordinator, Civilian Head of Internal Affairs, and Crisis Intervention.
ACTIVITIES:
Implementation Coordinator- Ensure that all data, documents and records are maintained
as provided in the Consent Agree and assist in assigning implementation and compliance
related tasks.
Civilian Head of Internal Affairs- Conduct objective, comprehensive, and timely
investigations of all internal allegations of officer misconduct.
Crisis Intervention- Develop and maintain partnerships with program stakeholders,
participate in and implement changes recommended by the Advisory Committee, select
candidates for designation of specialized CIT officers, and create ways to honor and recognize
Crisis Intervention staff when appropriate.
PROGRAM NAME:
OBJECTIVES:
INFORMATION TECHNOLOGY
To ensure collection, tracking, and reporting of data related specific stops outlined in the
Consent Decree.
ACTIVITIES:
Routine reporting, an annual assessment to the independent monitor, development of a

protocol to accurately analyze data collected, issue reports summarizing data, and ensure
transparency.
PROGRAM NAME:
OBJECTIVES:
MONITOR
To work with Cleveland Division of Police to achieve compliance with the requirements of the
Consent Decree.
ACTIVITIES:
To fulfill the mandates of the Consent Decree, the independent monitor will perform
compliance reviews, conduct biennial surveys, evaluate outcome measurements, develop a
monitoring plan, provide recommendations, and file written reports with the court every six
months.
PROGRAM NAME:
OBJECTIVES:
RECRUITMENT PLAN
To revise the recruitment procedures and hiring to ensure that the Division of Police attracts
and hires a diverse group of qualified personnel.
ACTIVITIES:
Develop and implement a recruitment policy and a strategic recruitment plan that includes
clear goals, objectives, and action steps for attracting qualified applicants from a broad crosssection of the community.
PROGRAM NAME:
OBJECTIVES:
TRAINING
To train the Division of Police to reflect their commitment to procedural justice, bias-free
policing, community policing, and will install agency expectations that officers police
diligently, and have an understanding of commitment to the constitutional rights they
encounter.
ACTIVITIES:
Develop and implement a written training plan for the Division of Police's recruit academy,
probationary field training, and in-service training to ensure that recruits, and officers are
trained to effectively and lawfully carry out their duties in accordance with the policies of the
Division of Police, the requirements and goals of the Consent Decree, Ohio law, and the
Constitution and laws of the United States.
February 1, 2016
General Fund
281
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
2015
Unaudited
2016
Budget
535,012
Uniformed Personnel
337,566
Uniformed Overtime
1,936,911
Benefits
Hospitalization
2,809,489
141,288
Prescription
34,848
Dental
8,640
Vision Care
720
74,902
443,523
Fica-Medicare
40,738
77,476
Life Insurance
576
Clothing Allowance
2,850
2,500

Travel
828,061
11,000
22,000
600
33,600
2,000
Other Contractual
Office Supplies
1,760,610
1,762,610
1,200
Computer Software
68,800
Fuel
750
2,500
2,250

75,500
16,195
5,500
21,695
5,530,955
February 1, 2016
General Fund
282
$ (000)
6000.
5000.
670 - Intrdept Chg
640 - Materials
4000.
630 - Contractual
3000.
620 - Oth Trng

515 - Benefits
2000.
510 - Salaries
1000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
283
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

0
20,800.00
112,639.75
Captain of Police
90,596.28
91,096.28
Sergeant of Police
67,199.38
67,699.38
PROFESSIONALS
0
21,851.06
75,668.09
Data Base Administrator
39,937.34
118,853.53
Project Coordinator
27,325.56
99,702.63
Systems Analyst
20,800.00
63,677.78
53,922.22
58,361.54
PROTECTIVE SERVICES
0
12
TOTAL FULL TIME
12
TOTAL DIVISION
Patrol Officer I
February 1, 2016
General Fund
284

DIVISION OF PUBLIC WORKS ADMIN
Michael E. Cox, Director
Division
Department
of Public
of Public
WorksWorks
Admin
Mission Statement
Provide a sustainable, proactive approach to service delivery and recreational activities, which
improves the quality of life for our residents and visitors. Provide consistent quality service,
clean neighborhoods and safe right of ways for pedestrians, motorists, and visitors that make
our city a better place to live, work and play. Operate and maintain clean, accessible, vibrant
public spaces for exploration, relaxation, and exercise, while connecting culturally diverse
venues of sports, entertainment, and educational experiences.
The Department of Public Works is responsible for planning, constructing, operating, and maintaining all cityowned parks, playgrounds, recreation centers, golf courses, cemeteries, Rockefeller Greenhouse, parking facilities,
Markets, and the Cleveland Public Auditorium and Stadium; operation of moveable bridges and viaducts;
maintenance and repair of all streets and bridges including cleaning, snow removal and ice control, crack sealing
and maintenance of all streets and boulevards; maintenance of all traffic control devices, determination and
layout of all parking restrictions, design and placement of all traffic markings, traffic signs and traffic control
devices; collection and control of all solid waste and recycling; purchase, repair and maintain the City's vehicle
fleet. This Department also coordinates the functions of its Divisions with other Departments and offices of the
City, and with Federal, State, County, and neighboring municipal agencies.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
Control and supervise all activities and personnel of the Office of Administration; shall
coordinate departmental support for the various divisions of the Department of Public Works
in the areas of personnel, legislation, budgeting, purchasing, information technology and in
such additional areas as are determined to be necessary by the Director of Public Works for
the efficient operation of the Department; and shall perform such other duties as may from
time to time be required by ordinance or by the Director of Public Works.
ACTIVITIES:
Coordinate and enforce all personnel, budget & purchasing, legislation and information
technology policies and procedures. Enforce disciplinary actions, prepare and monitor
budget revenue and expenditures. Manage technology projects and department specific
software/hardware functions. Prepare and process legislation for the Department.
PROGRAM NAME:
OBJECTIVES:
OPERATIONS
To provide successful management of all operational activities with the Department of Public
works.
ACTIVITIES:
Coordinate the operations of the divisions of Motor Vehicle, Park Maintenance, Parking
Facilities, Property Management, Streets, Traffic Engineering, and Waste Collection.
PROGRAM NAME:
OBJECTIVES:
RECREATION AND SPECIAL EVENTS

To coordinate and manage events within the City of Cleveland. To improve community
awareness of programs and activities provided by the Department of Public Works. To
provide recreation and leisure opportunities at the City's recreation facilities for Cleveland
area residents of all ages. To provide a venue for meetings, trade shows and theatrical events.
ACTIVITIES:
Schedule vendor meetings as needed to ensure vendors have the required information to
carry out events. Establish event calendars and other promotional literature to market
department assets. Provide year round recreation programming and activity. Provide
efficient operation of the Public Auditorium and the West Side Market.
February 1, 2016
General Fund
285
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
2014
Actual
1,946,646
2015
Unaudited
1,924,846
2016
Budget
2,118,197
2,248,114
300
14,450
15,050
14,475
14,100
3,711
3,711
Separation Payments
1,585
9,111
23,534
Overtime
2,830
4,078
2,988
1,000
Longevity
Wage Settlements
Benefits
Hospitalization
1,965,510
1,956,796
2,163,205
2,263,214
292,028
298,722
323,367
406,702
250
Prescription
49,495
48,643
54,834
72,243
Dental
19,543
18,685
16,587
20,784
1,975
1,932
1,821
2,388
294,788
269,148
295,993
319,510
Fica-Medicare
24,610
25,932
29,079
32,794
27,382
29,682
29,088
35,091
Life Insurance
1,424
1,477
1,474
1,872
1,728
1,252
Clothing Allowance
400
400
400
400
150
150
150
150
Vision Care
713,773
694,772
754,044
891,934
1,545
2,150

Property Rental
Other Contractual
Other Supplies
350
3,128
2,874
2,667
3,800
250
166,347
166,347
166,347
166,347
1,965
51,966
54,821
169,475
171,186
222,875
227,368
74
252
60
200
1,180
1,500
1,180
1,500
3,568
2,390
3,424
3,200

4,822
4,142
4,664
4,900
15,655
16,116
16,015
20,214
February 1, 2016
General Fund
286

2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
8,685
9,567
11,745
12,884
213
991
442
487
Charges From M.V.M.
436
660
5,225
2,572
24,990
27,334
33,427
36,157
2,878,570
2,854,231
3,178,215
3,423,573
Revenues
2013
Actual
76,973

Miscellaneous
Sale Of City Assets
$
2014
Actual
$
2015
Unaudited
73,272
2016
Budget
24,871
25,000
125
7,717
46,804
298,611
20,000
1,018,569
315,594
84,690
1,138,770
639,076
45,000

$ (000)
3500.
3000.
670 - Intrdept Chg
2500.
640 - Materials
2000.
630 - Contractual
515 - Benefits
1500.
510 - Salaries
1000.
500.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
287
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

2
Asst. Director of Public Works
36,590.39
146,639.64
Deputy Commissioner of Recreation
26,273.96
84,984.86
Director of Public Works
50,795.81
182,067.01
Manager of Administration
40,314.82
125,582.86
Manager of Events
23,647.11
80,438.24
Manager of Marketing
30,214.95
107,006.06
Chief Clerk
22,050.00
52,504.47
20,800.00
40,556.67
14.88
21.12
20,800.00
48,986.27
12.47
17.43
27,193.55
115,424.36
1
Principal Clerk
Senior Clerk
6
PROFESSIONALS
20,800.00
58,564.01
Assistant Manager of Audit Cont/Per
20,800.00
60,614.58
Assistant Manager of Marketing
20,800.00
58,564.01
Assistant Manager of Recreation
20,800.00
58,564.01
Budget Analyst
20,800.00
54,612.13
39,937.34
118,853.53
26,273.96
84,984.86
Project Coordinator
27,325.56
99,702.63
26,273.96
80,628.83
20,800.00
51,677.50
23
21
24
21.49
23.49
39
35
39
TOTAL FULL TIME
39
35
39
TOTAL DIVISION
TECHNICIANS
Accident & Safety Inspector
February 1, 2016
General Fund
288

DIVISION OF RECREATION
Samuel Gissentaner, Commissioner
Division of Recreation
Mission Statement
To provide recreation opportunities for Cleveland area residents of all age groups.
The Division of Recreation operates 21 recreation centers (includes an indoor roller rink, outdoor roller and ice
skating rink, and a residential camp), 1 arts center, 19 indoor pools, 22 outdoor pools, 1 football / track athletic
complex, 1 baseball complex and permits 155 ball-fields, (including 4 ball-field complexes). Each facility provides
recreational opportunities for all ages and interest groups. The involvement of neighborhood residents will
continue to be a priority via advisory councils that assist with program and evaluation.
PROGRAM NAME:
OBJECTIVES:
CAMPING
To provide recreational opportunities for youth services involving camping and other
outdoor environmental activities.
ACTIVITIES:
Operate a summer residential camp program for youth between the ages 9 to 13. Conduct a
day camp program for seniors in conjunction with various senior centers throughout the City
of Cleveland. Conduct a holistic life program for youth in Conjunction with Cleveland Public
Schools.
PROGRAM NAME:
OBJECTIVES:
CULTURAL ARTS
To provide cultural arts to City residents.
ACTIVITIES:
Organize programs in drama, dance, painting, drawing, cartoon arts, ceramics, and weaving.
PROGRAM NAME:
OBJECTIVES:
FOOD SERVICE PROGRAM

To supplement the dietary requirements of children.
ACTIVITIES:
Provide free meals for City of Cleveland youth 18 years of age and under for both after school
and Summer meals.
PROGRAM NAME:
OBJECTIVES:
ORGANIZED SPORTS
To provide ongoing planning, development and coordination of a variety of sports programs,
both traditional and non-traditional.
ACTIVITIES:
Promotes league play in basketball, baseball, softball, football, soccer etc.
PROGRAM NAME:
OBJECTIVES:
RECREATION CENTERS
To provide year around recreation facilities and programs to City residents.
ACTIVITIES:
Operate and maintain recreation centers. Develop and implement year round activities for all
ages.
PROGRAM NAME:
OBJECTIVES:
SUMMER PROGRAMS
To provide supplemental recreation activities to City residents during the summer season.
ACTIVITIES:
Conduct activities in pools, ball-fields, and in recreation centers.
February 1, 2016
General Fund
289
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
Part-Time Permanent
Injury Pay
School Guards
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
3,510,215
2016
Budget
3,567,663
3,987,745
996,412
1,114,432
971,536
984,709
1,157,945
1,081,010
1,097,012
1,074,577
1,547
1,080
492
88,819
37,925
36,125
32,800
40,000
6,719
6,947
105,196
17,683
30,299
30,000
83,216
142,421
137,048
72,900
5,850,023
5,910,644
5,932,124
6,189,931
684,284
688,554
786,370
815,813
Dental
Vision Care
Fica-Medicare
Life Insurance
Clothing Allowance
145,466
137,070
158,685
161,214
48,890
45,502
42,615
53,640
6,566
6,009
5,782
6,912
815,699
850,061
860,368
854,747
77,898
81,222
80,656
88,890
194,751
135,974
167,010
178,237
3,929
3,885
3,931
5,232
41,255
14,285
4,968
20,000
400
400
400
400
1,200
1,575
1,575
1,650
2,020,337
1,964,539
2,112,359
2,186,735
559
930
1,740
570

Utilities
Brokered Gas Supply
3,468,248
2015
Unaudited
Prescription

2014
Actual
435
360
994
930
1,740
930
367,805
412,931
340,448
350,670
Gas
222,844
184,328
192,691
200,000
Electricity - Cpp
985,086
1,051,867
999,165
1,029,140
Electricity - Other
135,402
110,754
98,948
120,000
9,999
11,288
11,789
15,000
42,595
47,179
43,411
99,000

Contractual Utilities
1,763,731
1,818,346
1,686,452
1,813,810
20,302
27,383
19,843
30,000
533
495
371
1,000
February 1, 2016
General Fund
290

2013
Actual
Other Contractual
Computer Hardware
2014
Actual
2015
Unaudited
2016
Budget
11,089
8,565
8,411
7,840
1,284,443
1,329,821
1,272,673
1,281,609
1,316,367
1,366,263
1,301,297
1,320,449
636
Chemical
73,578
92,309
94,119
95,000
Clothing
2,953
8,403
12,279
7,835
Small Equipment
3,196
8,267
379
8,000
Electrical Supplies
5,975
2,250
1,395
2,932
2,446
3,600
Aquatics (Pool) Supplies
29,645
16,004
15,603
17,000
Playground Equipment And Suppl
14,890
10,333
13,124
15,000
1,166
570
2,195
1,350
31,661
26,535
24,904
25,000
174
1,350
Other Supplies
709
3,921
2,132
3,800
Arts & Crafts Supplies
25,290
25,274
21,628
25,000
Sporting Goods Supplies
34,343
27,374
21,546
30,000
3,130
6,852
4,468
8,300
Medical Supplies
Food

Maintenance
228,740
228,775
214,823
243,485
3,760
9,526
3,996
3,600
6,870
2,000
8,890
8,000
3,101
3,000
6,327
7,000
569
372
450
3,975
7,850
2,000
4,000
300
Car Washes
18,275
22,676
21,585
23,050
164,712
181,592
314,193
305,107
1,187
6,037
3,086
5,563
Charges From W.P.C.
1,307
1,149
20,004
23,108
23,095
25,335
993
1,245
693
764
121,896
170,508
137,465
134,595
17,403
20,846
18,937
20,000

Charges From M.V.M.
February 1, 2016
327,501
404,483
497,469
491,364
11,525,967
11,716,656
11,767,849
12,269,754
General Fund
291
Revenues
2013
Actual
Grant Revenue
7,600
14,228
2015
Unaudited
$
2016
Budget
15,650
15,000
26,287
10,537
542
1,493
397
90,388
93,490
228,513
9,000
Licenses & Permits

Miscellaneous
2014
Actual
124,817
119,748
244,560
24,000
$ (000)
14000.
670 - Intrdept Chg
12000.
650 - Maintenance
10000.
640 - Materials
630 - Contractual
8000.
625 - Utilities
6000.
620 - Oth Trng

515 - Benefits
4000.
510 - Salaries
2000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
292
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Recreation
42,758.15
152,120.83
Deputy Commissioner of Recreation
26,273.96
84,984.86
Manager of Recreation
40,000.00
80,438.24
9
11
11
Junior Clerk
11.97
14.86
Private Secretary
10.00
22.29
Secretary
10.00
18.59
14
12
14
PROFESSIONALS
27,193.55
115,424.36
Assistant Manager of Recreation
20,800.00
58,564.01
20,800.00
64,734.08
Project Coordinator
27,325.56
99,702.63
23
23
23
Recreation Center Manager
32,500.00
73,916.85
30
29
30
17.82
19.82

1
Real Estate Maintenance Man
TECHNICIAN
20
19
20
Physical Director
10.00
20.94
34
25
30
Recreation Instructor II
10.00
15.21
Recreation Instructor III
10.00
20.13
55
45
51
109
94
105
TOTAL FULL TIME
188
153
188
TOTAL PART TIME
216
11
263
TOTAL SEASONAL*
513
258
556
TOTAL DIVISION
* Seasonals are reflected during peak periods May - September
February 1, 2016
General Fund
DIVISION OF PARKING FACILITIES
293
Antionette Thompson, Interim Commissioner

Division of Parking Facilities
Mission Statement
To provide adequate Off-Street parking throughout the downtown area and to enforce the OnStreet parking throughout the City of Cleveland.
PROGRAM NAME:
OBJECTIVES:
ON-STREET
To provide for the on-street parking needs of the City of Cleveland.
ACTIVITIES:
Enforce parking regulations. Repair and maintain the current parking meters. Evaluate the
parking needs of the City of Cleveland. Compile and maintain accurate records pertaining to
parking meter repairs. Propose regulations that will provide rapid curb turnover as well as
increase the supply of available on-street parking areas.
PROGRAM NAME:
OBJECTIVES:
OFF-STREET
To provide off-street parking within the City of Cleveland
ACTIVITIES:
Continue to improve operations. Manage all Community Development properties not being
developed but currently being operated as public parking lots, until such time as
development becomes feasible. Oversee and monitor parking at the Gateway Garages.
February 1, 2016
General Fund
294

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
700,550
Part-Time Permanent
2015
Unaudited
695,779
2016
Budget
719,039
736,060
6,776
123
295
1,680
6,300
6,200
5,400
6,050
2,777
2,777
Separation Payments
4,813
2,159
4,225
Overtime
7,365
523
7,248
5,000
Injury Pay
School Guards
Longevity
Wage Settlements
Benefits
Hospitalization
719,151
707,438
747,439
747,110
179,718
169,218
187,367
219,766
Prescription
35,790
32,212
38,974
45,676
Dental
12,956
11,232
9,950
11,616
1,161
950
899
1,164
96,852
95,498
89,128
107,825
9,212
8,533
11,025
10,943
28,940
23,553
40,638
32,322
856
804
804
1,008
Clothing Allowance
4,725
4,325
5,750
4,650
2,683
2,800
2,625
2,800
Vision Care
Fica-Medicare
Life Insurance
Other Contractual
372,894
349,126
387,160
437,770
1,470
1,470
14,147
11,561
7,174
9,789

Charges From M.V.M.
18,660
5,896
18,913
1,060
414
1,000
22,947
35,589
32,938
29,949
1,866
4,990
Charges Frm Str Cnst Mnt & Rep

$
38,154
68,090
50,998
59,651
1,130,199
1,126,125
1,185,597
1,244,531
Revenues
2013
Actual
Miscellaneous
February 1, 2016
2014
Actual
2015
Unaudited
2016
Budget
9,372
8,717
9,372
8,717
General Fund
295
Division of Parking Facilities

$ (000)
1400.
1200.
1000.
670 - Intrdept Chg

630 - Contractual
800.
515 - Benefits
600.
510 - Salaries
400.
200.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
296
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
PROFESSIONALS
2
Supervisor of Parking Enforcement
20,800.00
41,895.39
15.55
16.18
24,679.38
42,476.36
16.49
18.06

16
14
16
16
14
16
Parking Enforcement Officer
TECHNICIANS
1
Parking Meter Foreman
Parking Meter Serviceman
21
18
21
TOTAL FULL TIME
21
18
21
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF PROPERTY MANAGEMENT
297
Thomas A. Nagel, Commissioner

Division of Property Management
Mission Statement
Provide the City of Clevelands various general fund and selected enterprise units a facilities
maintenance service to propagate clean, safe and energy efficient facilities
PROGRAM NAME:
OBJECTIVES:
BUILDING OPERATIONS & MAINTENANCE

To provide equipment operators and repair technicians for building HVAC, emergency
systems and equipment, power distribution, lighting, and other functions necessary to
operate a public facility.
ACTIVITIES:
Operate chillers, boilers, and fans. Maintain comfortable building interior temperatures
throughout the various seasons. Maintain emergency systems in readiness and keep
operational during actual emergencies. Perform the various maintenance and repair
functions needed to keep a public facility operational.
PROGRAM NAME:
OBJECTIVES:
CAPITAL REPAIRS & IMPROVEMENTS

To provide in-house labor for emergency repairs and planned improvements to City
buildings infrastructures.
ACTIVITIES:
Repair, replace and/or add large mechanical, electrical, and plumbing systems and
equipment. Perform related duties upon doors, windows, roofs, walls, ceilings, sidewalks,
driveways, sewers and landscape irrigation systems. Remodel interior spaces to
accommodate changes in use of the facility or changes to existing operations.
PROGRAM NAME:
OBJECTIVES:
FACILITIES SECURITY
Provide point of entry security at City Hall and Hough Multi Purpose buildings.
ACTIVITIES:
Assign Guards to these buildings during operating hours for the purpose of public safety
while visiting the facility. Maintain electronic surveillance systems, security and burglar
monitoring systems.
PROGRAM NAME:
OBJECTIVES:
HOUSEKEEPING SERVICES
To provide for routine and daily cleaning of selected facilities throughout the city.
ACTIVITIES:
Assign Custodial personnel at facilities in need of daily cleaning due to heavy use by the
general public and/or employees. Provide roving cleaning crews weekly to facilities that do
not have a heavy usage pattern. Facilitate the timely removal of trash from buildings and
provide preventive pest control.
February 1, 2016
General Fund
298

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
2014
Actual
3,588,557
2015
Unaudited
3,514,650
2016
Budget
3,485,045
3,736,489
36,738
35,197
36,375
38,000
Injury Pay
13,254
12,077
Longevity
27,400
29,900
27,400
26,050
14,262
17,662
52,355
6,521
5,621
230,483
276,352
293,931
184,979
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
3,935,532
3,890,137
3,878,111
3,985,518
562,943
559,261
611,061
675,064
Prescription
110,029
102,997
130,521
130,829
38,907
36,465
33,172
39,084
4,125
3,833
3,421
4,224
522,902
539,521
549,006
558,489
52,803
52,717
52,343
57,875
260,210
109,145
188,417
44,686
Life Insurance
3,000
2,863
2,795
3,552
Clothing Allowance
2,250
2,230
2,230
3,000
750
900
900
900
7,525
7,650
7,400
7,425
Dental
Vision Care
Fica-Medicare
Tool Insurance
1,565,444
1,417,582
1,581,265
1,525,128
1,035
2,500

Utilities
Brokered Gas Supply
470
50
650
470
50
1,035
3,150
23,854
24,327
20,275
20,883
Sewer-Other
3,264
11,643
15,951
17,282
18,000
Electricity - Cpp
443,381
478,984
487,126
501,740
Electricity - Other
282,380
281,967
4,026
8,000
Steam
899,458
742,911
973,417
1,002,620
Gas
1,660,716
1,544,139
1,505,390
1,551,243
270,000
199
7,396
Security Services
65,645
66,197
35,980
75,000
Medical Services
74
4,843
5,720
3,169
3,600
February 1, 2016
General Fund
299
2013
Actual
Other Contractual
Chemical
2014
Actual
2015
Unaudited
2016
Budget
53,755
29,444
36,829
2,103
4,445
394,317
105,806
76,177
88,099
10,523
4,500
4,500
Clothing
5,200
5,200
7,497
6,000
10,806
1,000
34,691
27,662
25,000
35,000
154,865
118,499
189,540
160,000
Heating And Air Filters
6,000
5,000
5,000
Medical Supplies
814
800
4,547
1,126
4,092
10,000
5,000
30,000
1,490
928
621
1,750
11,558
2,500
13,834
10,000

Electrical Supplies
Other Supplies
Safety Equipment
Maintenance
222,351
189,059
250,084
254,050
2,940
2,162
5,000
2,500
117,641
122,713
65,844
102,417
70,000
70,105
66,581
63,581
Maintenance Utility Systems
1,075
3,571
32,500
5,980
10,000
8,100
Hydraulic Repair Cyl Pmps Mtrs

224,156
200,960
150,996
176,598
30,937
29,579
35,520
35,962
307
9,055
5,875
8,344
Charges From Water
450
Charges From W.P.C.
900
3,094
2,994
2,264
2,484
70
250
161
177
100,254
170,105
109,705
122,286
2,185
5,052
2,369
10,000

Charges From M.V.M.
136,848
217,035
155,893
180,603
8,139,834
7,564,768
7,598,952
7,764,389
February 1, 2016
General Fund
300

Revenues
2013
Actual
2014
Actual
484,238
2015
Unaudited
480,380
2016
Budget
70,097
30,854
Grant Revenue
5,001
Miscellaneous
1,112,033
1,394,893
750,207
1,300,000
1,601,272
1,875,273
820,304
1,330,854

$ (000)
9000.
8000.
670 - Intrdept Chg
7000.
650 - Maintenance
6000.
640 - Materials
630 - Contractual
5000.
625 - Utilities
4000.
620 - Oth Trng
3000.
515 - Benefits
2000.
510 - Salaries
1000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
301
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Property Management
45,201.46
150,984.16
Manager of Enterprise Unit
23,647.11
80,438.24
Manager of General Maintenance
23,647.11
80,438.24
10.00
22.29
1
Private Secretary
PROFESSIONALS
1
27,193.55
115,424.36
Assistant Custodian
20,800.00
49,927.75
18.52
19.33

25
23
25
Custodial Worker
11.83
15.74
Custodial Worker Supervisor
19.78
21.78
Custodian
26,273.96
72,945.53
Guard
17.29
18.27
Mechanical Handyman
17.51
19.57
16.86
18.86
40
36
40
SKILLED CRAFT
1
Chief Building Stationary Engineer
19.80
20.64
Carpenter
37.88
47.35
Carpenter Unit Leader
39.13
48.50
Cement Finisher
38.24
47.80
Electrical Worker
45.60
57.00
Painter
33.24
41.55
Painter Foreman
34.49
42.55
Plasterer
36.82
46.03
Plumber
45.98
57.48
February 1, 2016
General Fund
302

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Plumber Foreman
47.23
57.98
Roofer
38.40
48.00
Sheetmetal Worker
47.59
59.49
21
20
21
74
67
74
TOTAL FULL TIME
TOTAL PART TIME
75
68
75
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF PARK MAINTENANCE AND PROPERTIES
303
Richard L. Silva, Commissioner

Division of Park Maintenance and Properties
Mission Statement
To provide the City and its neighborhoods with safe and well-maintained parks,trees, gardens,
vacant lots, and cemeteries.
PROGRAM NAME:
OBJECTIVES:
CEMETERY MAINTENANCE & SERVICES

To provide for burials and maintenance to Clevelands Cemetery properties.
ACTIVITIES:
Maintain grounds. Provide burial services.
PROGRAM NAME:
OBJECTIVES:
FIELD MAINTENANCE
To maintain athletic fields and other grounds.
ACTIVITIES:
To drag and line ball diamonds to maintain athletic recreational fields and properties.
PROGRAM NAME:
OBJECTIVES:
HORTICULTURE, MALL, AND CULTURAL GARDENS

To operate the City Greenhouse.
ACTIVITIES:
Develop and maintain an awareness and appreciation of natural foliage in formal gardens
and park areas. Propagate plant material for seasonal displays. Plant and maintain formal
gardens, plazas, malls, and other formal park areas. Provide educational and recreational
programs related to horticulture and plant life development.
PROGRAM NAME:
OBJECTIVES:
LOT CUTTING AND CLEANING

To keep vacant lots within the City aesthetically pleasing and to eliminate health and safety
hazards.
ACTIVITIES:
Cut weeds and remove debris from vacant lots. Investigate Protests related to bills for Vacant
Lot cleaning activities.
PROGRAM NAME:
OBJECTIVES:
PARKS GROUND MAINTENANCE

To provide pleasant and attractive public areas.
ACTIVITIES:
Cut grass, seed, edge, prune trees and underbrush, mulch, remove debris, etc.
PROGRAM NAME:
OBJECTIVES:
SNOW REMOVAL
To provide access around City Hall, Public Square and quadrants, Malls A, B and C, and other
City facilities as directed
ACTIVITIES:
Remove snow from around recreation centers, sidewalks, parking lots, walkways, bus stops
and fire hydrants on City property.
PROGRAM NAME:
OBJECTIVES:
URBAN FORESTRY
To provide a safe and hazard-free urban forest while striving to preserve its natural beauty.
ACTIVITIES:
Remove dead and hazardous trees. Prevent unsafe conditions relating to tree growth. Trim
trees for clearance of streetlights, traffic signals and signs, pedestrian and vehicular traffic, as
well as building clearance. Remove overgrown tree roots that cause raised sidewalks, and
overgrown tree lawns. Provide public information regarding the care of trees to concerned
citizens.
February 1, 2016
General Fund
304
PROGRAM NAME:
OBJECTIVES:
VEHICLE AND EQUIPMENT REPAIR

To provide mechanical services to off road equipment and vehicles (first echelon
maintenance).
ACTIVITIES:
Repair mowers, tractors, trimmers, turf vacs, leaf blowers, weed eaters, chain saws, mounted
equipment, and assorted hand held equipment.
PROGRAM NAME:
OBJECTIVES:
WAREHOUSE / OPERATIONS HEADQUARTERS

To provide and accurately define the duties and assignments of personnel in order to provide
maximum service levels and to provide adequate storage and maintenance of tools and
equipment.
ACTIVITIES:
Planning research reports and deliveries. Maintain the warehouse and its grounds.
February 1, 2016
General Fund
305
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
4,217,286
2015
Unaudited
4,194,870
2016
Budget
4,535,192
4,844,423
1,235,822
1,365,223
1,272,005
1,263,771
8,063
Injury Pay
540
8,062
Longevity
45,800
43,150
43,100
48,525
17,154
17,647
37,286
42,977
11,619
20,000
119,225
112,262
103,768
123,930
Part-Time Permanent
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
5,664,021
5,775,635
5,991,392
6,300,649
864,745
901,173
1,085,041
1,129,237
48
159,176
170,640
203,522
210,979
58,604
59,974
54,323
59,940
5,606
5,682
5,097
6,264
757,920
802,148
834,368
874,761
77,268
80,087
83,901
91,434
168,489
133,012
291,829
184,331
4,768
3,975
4,039
5,184
29,805
65,578
105,373
69,115
Clothing Allowance
29,932
35,351
31,785
36,570
1,650
2,200
2,200
2,750
12,589
14,337
14,529
15,250
Prescription
Dental
Vision Care
Fica-Medicare
Life Insurance
Tool Insurance
Utilities
Brokered Gas Supply
2,170,601
2,274,157
2,716,007
2,685,815
303
175
180
325
303
175
180
325
76,627
82,174
61,275
63,115
Gas
35,611
24,047
23,739
24,455
394,807
445,116
460,119
473,925
Electricity - Other
38,246
35,445
31,981
37,800
Steam
12,373
9,962
15,033
15,490
200
30,348
5,835
5,602
Electricity - Cpp

Referee Services
557,863
627,092
597,982
620,387
3,000
2,902
7,141
1,545
1,550
1,713
February 1, 2016
General Fund
306
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
Waste Disposal
1,520
920
1,605
2,884
Medical Services
1,896
4,222
92
1,391
1,681
1,851
1,574
1,360
43,676
43,676
43,676
43,676
2,010,559
2,095,367
1,882,392
2,169,160
7,878
Property Rental
Other Contractual
Chemical
2,071,760
2,148,938
1,936,481
2,221,729
495
2,633
1,060
927
Salt & De-Icer
4,075
4,165
7,200
Clothing
1,345
1,265
1,030
4,428
5,175
9,829
8,100
Boilers, Heaters & Cool Equip
5,143
Seed, Fertilizer & Herbicide
9,800
7,000
18,000
43,701
26,459
6,846
19,982
1,200
1,500
4,172
927
10,975
37,620
9,567
4,172
Clay, Soil & Turf
7,487
5,681
13,796
13,520
Playground Equipment And Suppl
6,183
8,128
11,469
14,854
13,566
18,005
13,731
13,436
556
668
1,510
2,500
3,983
11,713
5,789
5,006
36,551
31,998
44,651
39,000
346
205
1,805
1,016
979
11,717
11,890
Small Equipment
Fence, Posts & Bars
Other Supplies
Safety Equipment
Greenhouse Maintenance Suppl
Anti-Freeze
Maintenance
161,410
159,996
127,600
161,523
7,200
9,000
9,107
9,270
Repair Parts
280,449
247,259
244,718
285,000
287,649
256,259
253,824
294,270
4,608
100,867
6,545
3,605
4,608
100,867
6,545
3,605
52,541
73,685
61,474
76,040
8,191
121,696
63,054
112,365
Charges From W.P.C.
3,409
24,425
7,160
5,000
19,247
21,445
21,930
24,057
February 1, 2016
General Fund
307
2013
Actual
Charges From M.V.M.
2014
Actual
2015
Unaudited
2016
Budget
2,117
1,183
1,043
1,151
1,360,033
1,563,220
1,355,514
1,275,588
287,089
310,021
452,316
295,000
1,732,628
2,115,675
1,962,491
1,789,201
19,843
19,843
12,650,844
13,458,794
13,612,346
14,077,504
Revenues
2013
Actual
2014
Actual
913,609
2015
Unaudited
1,193,938
2016
Budget
794,598
765,754
10
Licenses & Permits
10
429,050
126,992
70,008
31,540
Miscellaneous
$
1,342,679
1,320,929
864,606
797,294

$ (000)
16000.
699 - Exp Recovery
14000.
670 - Intrdept Chg
12000.
660 - Claims
650 - Maintenance
10000.
640 - Materials
8000.
630 - Contractual
6000.
625 - Utilities
620 - Oth Trng
4000.
515 - Benefits
2000.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
308
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Park Maint. & Properties
42,758.15
152,120.83
Manager of Urban Forestry
22,333.40
76,344.01
32,445.00
62,378.11
3
Field Operations Forester
Senior Clerk
12.47
17.43
Storekeeper
16.66
21.82
27,193.55
115,424.36
PROFESSIONALS
3

3
Gardener
18.81
20.81
12
12
12
Ground Maintenance Foreman
21.33
23.33
13
12
13
Ground Maintenance Truck Driver II
19.73
20.52
Horticulturist Maintenance Foreman
23.88
25.88
42
39
42
Real Estate Maintenance Worker
17.82
19.82
72
68
72
SKILLED CRAFT
8
Arborist I
18.81
20.81
Arborist II
21.68
23.68
Automobile Repair Worker
12.60
22.26
22
19
22
107
98
108
TOTAL FULL TIME
305
14
305
TOTAL SEASONAL
412
112
413
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF WASTE COLLECTION AND DISPOSAL
309
Michael E. Cox, Interim Commissioner

Division of Waste Collection and Disposal
Mission Statement
To reduce public health hazards resulting from refuse dumping in City of Cleveland
neighborhoods by providing collection and appropriate disposal of residential, commercial,
recyclable and city owned public area waste for the citizens of the City of Cleveland.
The division of Waste Collection is committed to providing an efficient collection and disposal service to
approximately 152,000 dwelling units on a weekly basis. The waste collection process includes residential waste,
recycling, bulk items, tires, receptacles, and dead animal collection.
In addition to the Citys current method of waste collection, an automated Pilot Program begun in 2008 and is
being provided to 40,000 Cleveland residents. The new system is significantly more efficient and user- friendly,
and should encourage more participation in recycling, since items can be recycled curbside. Through this
program, residents receive sturdy garbage carts for trash and recycling which can be wheeled to the curb. The
new collection program will eventually be city-wide.
The City of Cleveland annually disposes of approximately 230,000 tons of debris. The majority of this debris is
processed through the Ridge Road Transfer Station; a city owned operated facility, with a processing capacity of
3,000 tons per day. The remainder of the debris is disposed of via the use of privately owned landfills, Transfer
Stations, or Processing Facilities.
In addition to the residential collection service, the Division of Waste Collection offers alternative ways of disposal
via the Commercial Collection and Residential Dumping program. The Commercial Collection program provides
permanent and temporary dumpster rental services to city residents, city facilities, and Cleveland area businesses
at a competitive rate. The Residential Dumping program provides Cleveland residents the ability to dispose of
regular solid waste and recyclables at the Ridge Road Transfer Station free of charge with proof of residency.
PROGRAM NAME:
OBJECTIVES:
RESIDENTIAL COLLECTIONS/CURBSIDE RECYCLING

To remove commingled recyclable commodities from the Citys waste stream as well as
putrescible and other waste from the Citys environment.
ACTIVITIES:
Provide weekly collection of solid waste and recyclables.

Conduct on-site inspections concerning appearance of areas served.
Provide weekly collection of bulk items.
PROGRAM NAME:
OBJECTIVES:
WASTE DISPOSAL/COMMODITY PROCESSING

To remove solid waste and to prepare recyclable commodities for marketing (i.e. soft/bale).
ACTIVITIES:
Deliver collected waste to landfill sites.

Market and sell recyclables.
Collect tires for processing.
Operate transfer station.
PROGRAM NAME:
OBJECTIVES:
ANCILLARY SERVICES
To improve the appearance of the City and contribute to the revitalization efforts being made
in Downtown Cleveland.
ACTIVITIES:
Clean up after special events in neighborhoods and downtown.

Improve the appearance of the West Side Market area, downtown streets and parks and
municipal buildings.
Repair, replace and service outdoor waste receptacles.
Provide collection of dead animals.
Provide waste container rental through commercial waste collection service.
Provide administrative paper recycling.
February 1, 2016
General Fund
310
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
7,927,649
2015
Unaudited
7,830,598
2016
Budget
7,571,097
8,416,849
422,945
362,512
306,996
486,776
16,469
16,442
9,879
18,312
Injury Pay
6,257
7,380
5,438
Longevity
66,525
66,525
65,500
68,600
Wage Settlements
21,321
101,730
147,219
Separation Payments
83,382
30,566
120,916
63,800
574,866
1,093,882
1,422,761
504,502
Part-Time Permanent
Overtime
Benefits
Hospitalization
9,119,415
9,509,635
9,649,805
9,558,839
1,586,818
1,662,060
1,744,879
1,876,538
95
Prescription
249,612
257,351
270,114
305,804
Dental
106,458
108,505
93,684
100,284
10,871
10,765
8,888
10,560
1,208,971
1,317,646
1,323,078
1,338,986
Fica-Medicare
121,878
125,252
130,142
128,837
819,434
794,607
660,802
747,291
8,169
8,159
7,426
8,736
54,580
34,085
21,158
25,000
Clothing Allowance
82,200
78,692
72,050
70,800
25,938
26,063
23,979
23,100
Vision Care
Life Insurance

Travel
4,275,023
4,423,184
4,356,199
4,635,936
789
1,000
260
150
500
26
90
590
195
2,576
270
Utilities
Brokered Gas Supply
597
1,270
2,726
1,860
94,808
182,303
145,438
149,805
Gas
Electricity - Cpp
Referee Services
Waste Disposal
February 1, 2016
48,049
47,644
56,492
58,187
187,897
238,883
280,314
288,725
330,754
468,830
482,244
496,717
66,300
9,999
80,328
81,300
250
5,980,000
5,646,569
5,286,812
5,819,825
General Fund
311
2013
Actual
Security Services
2014
Actual
2015
Unaudited
2016
Budget
558
582
3,224
1,024
Janitorial Services
7,732
3,622
4,790
2,060
Medical Services
7,684
6,700
8,000
Waste Disposal Fee - Ohio EPA
1,228,718
1,212,220
1,283,349
1,491,450
30,929
33,694
3,995
25,000
Program Promotion
10,509
9,965
3,415
10,000
574
1,443
1,504
1,100
Special Assessment
250
4,608
120
4,000
170,200
44,191
4,191
7,871
17,387
20,215
20,404
16,480
Other Contractual

Office Supplies
7,528,711
6,993,807
6,692,132
7,460,489
1,000
Postage
5,700
6,141
10,000
390
800
210
2,082
1,656
2,000
420
1,000
2,029
1,488
1,021
4,500
17,085
4,520
14,264
15,000
509
Safety Equipment
3,146
5,008
1,500
4,000
1,743
2,886
4,309
3,000
Computer Supplies
Fence, Posts & Bars

Other Supplies
Maintenance
30,332
22,124
23,649
41,300
21,200
10,000
25,031
25,000
4,307
10,000
5,506
15,000
5,000
5,000
9,982
5,000

Charges From W.P.C.
30,507
25,000
40,520
45,000
3,250
1,600
6,140
8,000
3,250
1,600
6,140
8,000
24,266
24,089
21,735
22,006
72,665
84,009
49,517
77,320
1,230
1,614
1,537
February 1, 2016
General Fund
312
2013
Actual
2015
Unaudited
2016
Budget
47,772
59,584
72,425
80,874
992
1,173
1,249
1,377
2,947,828
3,319,050
3,331,995
2,906,737

Charges From M.V.M.
2014
Actual
3,094,753
3,489,519
3,478,458
3,088,314
24,413,343
24,934,969
24,731,873
25,336,455
Revenues
2013
Actual
Grant Revenue
14,766,882
2015
Unaudited
14,574,165
2016
Budget
14,604,082
14,750,300
63,202
4,276
22,500
807
64
122,400
109,532
2,145
500
Licenses & Permits

Miscellaneous
2014
Actual
14,953,291
14,688,036
14,628,727
14,750,800
Division of Waste Collection and Disposal

$ (000)
30000.
670 - Intrdept Chg
25000.
660 - Claims
650 - Maintenance
20000.
640 - Materials
630 - Contractual
15000.
625 - Utilities
620 - Oth Trng
10000.
515 - Benefits
5000.
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
313
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

5
Asst. Superintendent of Waste Collection
26.95
28.95
Commissioner of Waste Collection & Disposal
40,314.82
136,049.25
General Superintendent of Waste Collection
30,473.96
65,693.91
7
PROFESSIONALS
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
38.80
49.60
SKILLED CRAFT
2
Construction Equipment Operator Group B

1
Labor Foreman
21.32
23.32
16.86
18.86
Transfer Station Attendant
22.50
24.50
82
61
82
Waste Collection Driver
19.71
22.79
10
10
Waste Collection Foreman
21.32
23.32
Waste Collection Foreman I
23.36
25.36
118
81
108
Waste Collector
16.86
18.86
219
158
209
19.28
21.28
TECHNICIANS
2
Radio Operator
232
166
222
TOTAL FULL TIME
15
15
TOTAL SEASONAL (Average) *
TOTAL PART TIME
248
171
238
TOTAL DIVISION
* Due to substantial turnover, staffing levels vary throughout the year. Therefore, averages, rather than actual employees are used.
February 1, 2016
General Fund
314

DIVISION OF TRAFFIC ENGINEERING
Robert Mavec, Commissioner
Mission Statement
Maintain and upgrade all Traffic Control Devices within the City of Cleveland
The Division of Traffic Engineering is charged with the planning and geometric design of streets, highways, and
abutting lands - particularly as related to safe and efficient traffic operation.
The Division is responsible for the erection and maintenance of all traffic control devices; preparation of drawings,
standards and specifications; the determination and layout of parking restrictions; and the design and placement
of pavement markings, traffic signs and traffic control devices.
PROGRAM NAME:
OBJECTIVES:
FADED SIGN PROGRAM

Replace missing and badly faded signs.
ACTIVITIES:
Check old records against what is currently installed to verify correctness, also replace any
faded or missing signs within the area.
PROGRAM NAME:
OBJECTIVES:
LED SIGNAL LAMP PROGRAM

Save on energy costs and provide a much more reliable signal lamp.
ACTIVITIES:
Replace entire intersection s with the 7-year LED signal lamps whereas the current
incandescent bulb life ids about 6-months.
PROGRAM NAME:
OBJECTIVES:
PAVEMENT MARKINGS
Ensure that all pavement markings are clear and visible.
ACTIVITIES:
The Division paints all pavement markings once a year during the Spring, Summer, and Fall
months. The Division is responsible for over 5,000 crosswalks, 5,000 stop bars, 4,300
pavement arrows, and 630 miles of lane lines.
PROGRAM NAME:
OBJECTIVES:
TRAFFIC SIGNALIZATION PROGRAM

Maintain and upgrade all traffic signals within the City of Cleveland.
ACTIVITIES:
Upgrade signal corridors throughout the City of Cleveland. Also replace old mechanical
signal controllers with new Solid State traffic controllers that are more reliable and have the
ability to adjust with changing traffic patterns.
February 1, 2016
General Fund
315
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
1,548,939
2015
Unaudited
1,695,550
12,075
13,775
2016
Budget
1,625,388
12,625
1,847,319
11,125
10,345
9,759
78,160
95,774
65,000
120,793
98,314
77,069
93,000
1,759,967
1,817,984
1,820,615
2,016,444
234,947
261,177
289,492
315,103
Prescription
48,225
53,174
62,763
68,118
Dental
16,230
17,491
16,284
17,268
1,861
1,915
1,751
1,932
226,227
251,707
250,041
276,153
Fica-Medicare
18,779
21,010
21,516
25,232
67,116
57,696
513
47,325
1,158
1,186
1,122
1,572
15,440
19,360
17,460
21,640
2,625
5,250
5,250
5,005
Vision Care
Life Insurance
Clothing Allowance
Utilities
Brokered Gas Supply
632,607
689,966
666,191
779,348
11,795
13,235
10,800
11,125
Telephone-Ohio Bell
25
3,158
3,324
3,013
4,021
Electricity - Cpp
221,131
247,556
241,844
300,000
Electricity - Other
201,462
202,658
234,350
276,533
Gas
437,546
466,773
490,032
591,679
863
682
704
Waste Disposal Fee - Ohio EPA

Other Contractual
Clothing
650
4,552
4,524
5,000
30,000
58,934
35,477
30,000
35,781
64,168
41,355
35,000
1,500

Electrical Supplies
Other Supplies
15,425
1,121
5,465
10,000
675
1,264
873
1,000
220
500
78,843
68,249
77,588
85,000
556
206
328
$
4,918
95,827
2,123
$
73,184
525
$
84,451
1,000
$
99,000
February 1, 2016
General Fund
316

2013
Actual
2014
Actual
26,441
26,088
547
Charges From W.P.C.
2016
Budget
28,380
17,911
8,872
28,733
15,575
538
6,383
5,386
2,941
1,764
1,935
68
145
30
33
93,612
161,311
117,807
121,984

Charges From M.V.M.
2015
Unaudited
126,592
208,395
163,236
168,260
3,088,321
3,320,469
3,265,880
3,689,731
Revenues
2013
Actual
Grant Revenue
4,691
2015
Unaudited
2016
Budget
2,000
93,359
6,300
6,900
7,900
6,000
52,705
89,359
33,141
55,800
Licenses & Permits

Miscellaneous
2014
Actual
157,055
96,259
41,041
63,800

$ (000)
4000.
3500.
670 - Intrdept Chg
3000.
640 - Materials
2500.
630 - Contractual
2000.
625 - Utilities
1500.
515 - Benefits
510 - Salaries
1000.
500.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
317
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Traffic Engineering
42,758.15
131,098.50
14.88
21.12
1
Principal Clerk
PROFESSIONALS
0
20,800.00
58,564.01
Consulting Engineer
36,000.00
104,888.34
Engineer
22.78
36.56
SKILLED CRAFT
8
Low Tension Lineman
29.58
30.15
Low Tension Trouble Lineman
33.10
33.67
Sign Painter
23.23
33.60
Sign Painter Unit Leader
24.23
36.18
10
10
11

2
Traffic Sign Process Operator
13.28
26.36
12
11
12
Traffic Sign & Marking Technician
16.57
18.59
14
13
14
TECHNICIANS
1
Chief of Traffic Signal Unit
18.60
37.91
Traffic Sign Marking Supervisor
13.28
26.33
Traffic Signal Control Technician
35.03
35.61
32
31
33
TOTAL FULL TIME
32
31
33
TOTAL DIVISION
February 1, 2016
General Fund
318
COMMUNITY DEVELOPMENT DIRECTOR'S OFFICE

Daryl Rush, Director
Community
DepartmentDevelopment
of Community
Director's
Development
Office
Mission Statement
To provide supervision, management and control over the three divisions of the Department of
Community Development. The Director's Office directs and coordinates the Emergency Shelter
Grant, Public Information and Fair Housing & Consumer Affairs activities.
PROGRAM NAME:
OBJECTIVE:
CONSUMER AFFAIRS
To provide relief from fraudulent, unfair, deceptive, and unconscionable business practices,
by monitoring and enforcing the Cleveland Consumer Protection Code, Fair Housing Codes,
and Community Reinvestment Act as well as State and Federal Consumer Protection laws
ACTIVITIES:
The Office of Fair Housing & Consumer Affairs (FHCA) enforces Cleveland's 1972 Consumer
Protection Code, as well as educates the public regarding scams and fraudulent business
practices. It works with the media, holds public neighborhood forums, and works
cooperatively with private and governmental consumer agencies. It interacts with various
levels of government to impact key consumer issues, ranging from Public Utilities
Commission of Ohio (PUCO) rate matters to banking practices. This office may subpoena
witnesses and hold hearings to determine whether a vendor has engaged in unfair practices
with a Cleveland consumer. Along with field work, this may result in prosecution.
February 1, 2016
General Fund
319
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Board Members
2014
Actual
111,560
2015
Unaudited
154,900
2016
Budget
170,463
179,938
17,461
29,700
29,100
36,580
300
600
600
600
Wage Settlements
1,577
752
Separation Payments
7,796
Overtime
183
Longevity
Benefits
Hospitalization
129,321
186,960
208,712
217,118
7,529
8,800
14,857
26,961
19
2,292
2,235
3,688
6,651
Dental
546
568
766
1,512
Vision Care
128
121
186
264
17,214
25,291
28,835
33,784
Fica-Medicare
1,839
2,665
2,955
3,478
1,363
1,651
2,629
2,629
84
128
155
192
Prescription
Life Insurance
Travel
31,015
41,459
54,072
75,471
2,124
770
1,100
580
565
355
400
200
30
2,734
1,335
355
1,700
33
35
24

Other Contractual
Postage
463
362
200
3,160
3,490
4,958
5,800
144
159
124
200
835
835
250
3,612
4,982
6,303
6,450
111
Other Supplies
$
275
300
3,062
152
1,634
1,500
3,214
1,634
411
1,500
February 1, 2016
General Fund
320
2013
Actual
2014
Actual
924
Charges From W.P.C.

2015
Unaudited
823
2016
Budget
356
360
615
1,386
410
416
2,310
1,848
356
776
172,206
238,217
270,208
303,015
Revenues
2013
Actual
2014
Actual
Miscellaneous
1,167
$
1,167
2015
Unaudited
325
1,505
$
1,830
2016
Budget
150
150
Community Development Director's Office

$ (000)
350.
300.
670 - Intrdept Chg
250.
640 - Materials
630 - Contractual
200.
620 - Oth Trng
150.
515 - Benefits
510 - Salaries
100.
50.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
321
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
27,193.55
115,424.36
20,800.00
58,564.01
10.00
19.37
PROFESSIONALS
1
Consumer Protection Specialist
TOTAL FULL TIME
BOARD MEMBERS
1
Member of Fair Housing Board-Chair
5,075.00
5,075.00
Member of Fair Housing Board-Member
4,500.00
4,500.00
TOTAL BOARD MEMBERS
TOTAL DIVISION
February 1, 2016
General Fund
322

BUILDING AND HOUSING DIRECTOR'S OFFICE
Ronald J.H. OLeary, Director
Building
Department
and Housing
of Building
Director's
and Housing
Office
Mission Statement
The Department of Building and Housing is committed to ensuring that existing and new
structures in the City of Cleveland are maintained and constructed in a safe and habitable
manner through enforcement of the housing, building, and zoning codes. Pursuant to the
timely review of construction project plans, issuance of permits and the inspection of property.
The management and staff of the Department of Building and Housing accept accountability
for providing quality and predictable service to its customers. Interactions with the various
publics are conducted with professionalism and integrity.
This Department was established to administer and enforce the provisions of the Cleveland Building, Housing,
and Zoning Codes plus the National Electrical Code and the Ohio Building, Mechanical, Plumbing, and Elevator
Codes. The Department has two primary functions - Plan Examination and Code Enforcement and is divided into
two divisions, Construction Permitting and Code Enforcement, and the Directors Office. The Department registers
building contractors, issues permits, inspects all new construction and major rehabilitation, engages in a
systematic and complaint driven code enforcement program for existing properties and provides nuisance
abatement to unsafe and/or condemned properties.
PROGRAM NAME:
OBJECTIVES:
DIRECTORS OFFICE
To provide supervision and management assistance to the Code Enforcement and Permit
Sections.
ACTIVITIES:
Monitor Department expenditures and revenues and other accounting activities. Maintain
records and provide information services. Perform personnel and labor relations functions.
Monitor nuisance abatement activities. Oversee and coordinate activities of state-certified
staff in both divisions in accordance with State requirements.
February 1, 2016
General Fund
323
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
1,079,388
8,275
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
2015
Unaudited
1,059,168
8,975
2016
Budget
1,041,019
9,075
1,192,149
8,150
1,635
1,635
9,712
15,211
30,977
10,000
95
47,525
1,097,375
1,085,083
1,130,230
1,210,299
146,370
150,443
169,068
215,697
209
Prescription
29,167
27,845
33,531
44,983
Dental
10,571
10,360
9,377
12,012
1,255
1,282
1,198
1,364
146,290
150,024
152,920
170,919
Fica-Medicare
12,178
12,671
14,341
16,751
14,716
14,012
12,791
15,958
834
848
818
1,072
4,774
11,408
Vision Care
Life Insurance
Travel
366,364
367,485
394,043
490,164
6,419
2,113
3,022
2,500
1,664
1,504
375
1,500
65
100
200
60
165
368
100
530
550
370
2,060
8,673
4,396
4,235
6,360
534,961
116,000
116,000
126,000
Court Reporter
124
124
44
323
41
318
279
405
212
212
86
412
Medical Services
Freight Expense
134
134
2,381
4,641
5,622
11,103
4,532
Other Contractual
7,640
4,034
5,005
6,500
964
65,291
77,890
102,633
74,000

Office Supplies
Postage
612,789
206,720
236,112
212,425
243
231
175
500
280
393
94
515
February 1, 2016
General Fund
324

2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
Computer Supplies
526
924
111
1,500
Computer Software
52,000
2,000
671
1,508
691
193
301
269
412

Other Supplies
Safety Equipment
664
Batteries
97
33
103
9,772
11,093
12,036
9,785

Maintenance
63,112
13,646
14,857
15,506
3,168
6,000
Car Washes
192
3,360
6,000
1,250
1,500
3,000
1,250
1,500
3,000
35,796
22,803
25,628
25,947

Charges From M.V.M.
61,978
59,800
66,015
72,417
121,694
118,094
102,707
113,267
11,918
17,549
9,074
11,635
231,386
218,246
203,424
223,266
2,384,308
1,897,077
1,982,902
2,167,020
Revenues
2013
Actual
Licenses & Permits

Miscellaneous
$
February 1, 2016
(2,333)
2014
Actual
$
2015
Unaudited
(7,212)
(78)
2016
Budget
$
650
12,354,630
12,068,527
15,532,142
14,579,712
54,880
36,643
51,793
47,170
12,407,177
12,097,958
15,583,856
14,627,532
General Fund
325
Building and Housing Director's Office

$ (000)
2500.
670 - Intrdept Chg
2000.
660 - Claims
650 - Maintenance
1500.
640 - Materials
630 - Contractual
1000.
620 - Oth Trng

515 - Benefits
510 - Salaries
500.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
326

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
20,800.00
58,564.01
Director of Building & Housing
50,795.81
182,067.01
Legal Secretary
20,800.00
47,303.11
Secretary to the Director
36,590.39
146,639.64
20,800.00
45,020.62
1
Paralegal
Principal Cashier
14.66
24.95
Senior Cashier
12.57
21.23
Senior Clerk
12.47
17.43
15.48
25.84
PROFESSIONALS
1
Accountant III
20,800.00
58,499.94
55,000.00
100,805.07
Demolition Compliance Officer
20,800.00
51,170.01
20,800.00
64,734.08
Fiscal Manager
Project Coordinator
27,325.56
99,702.63
26,273.96
80,628.83
TECHNICIAN
1
39,937.34
118,853.53
Financial Systems Coordinator
23,647.11
69,041.87
Sr Data Conversion Operator
13.47
19.37
23
21
23
TOTAL FULL TIME
23
21
23
TOTAL DIVISION
February 1, 2016
General Fund
DIVISION OF CODE ENFORCEMENT
327
Thomas Vanover, Commissioner

Division of Code Enforcement
PROGRAM NAME:
OBJECTIVES:

To inspect structures for the purpose of enforcing the City of Cleveland Building, Housing,
and Zoning Codes and the Ohio Building Code and referenced standards. Maintain uniform
standards and requirements, of residential, commercial, and industrial buildings.
ACTIVITIES:
Cite, condemn, board up and secure, abate, or demolish those structures not in compliance
with these Codes, which constitute a nuisance and/or a hazard to the general public.
Prosecute code enforcement cases and represent the City in all civil matters.
February 1, 2016
General Fund
328

Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
Separation Payments
Bonus Incentive
Overtime
Benefits
Hospitalization
2014
Actual
3,748,933
2015
Unaudited
3,732,323
2016
Budget
3,708,364
4,116,424
33,650
32,850
32,350
31,475
3,930
3,930
13,143
20,586
67,345
20,000
900
1,800
1,500
2,684
16,468
56,951
12,000
3,799,309
3,807,957
3,870,440
4,179,899
584,334
628,121
711,306
820,439
158
128,140
127,453
147,376
170,800
42,578
42,495
40,738
47,232
5,712
5,706
5,426
6,057
509,357
529,161
531,466
588,281
52,533
52,460
53,483
59,553
105,453
124,435
63,288
127,966
Life Insurance
3,217
3,106
2,971
3,972
4,397
1,200
900
6,000
750
3,000
Prescription
Dental
Vision Care
Fica-Medicare
Automoible Maintenance Allow

Travel
1,437,080
1,513,837
1,562,054
1,828,050
3,863
2,103
348
1,779
5,569
4,563
8,000
980
4,593
244
1,000
1,889
2,087
3,092
1,500
5,200
6,200
6,100
6,500
13,711
20,552
14,347
17,000
20,099
3,950
Freight Expense
Other Contractual
Board Of Tax Appeals
$
February 1, 2016
5,264
3,403
1,020
4,150
137,573
126,548
140,131
123,600
40
193
300
15,345
13,200
11,595
15,500
2,081
7,054
218
178,538
149,375
159,800
143,550
General Fund
329
2013
Actual
Office Supplies
2014
Actual
Computer Supplies
2015
Unaudited
2016
Budget
1,545
2,575
7,478
9,960
3,699
9,000
982
314
Electrical Supplies
1,246
2,580
730
2,060
Other Supplies
748
100
Safety Equipment
198
7,691
10,000
4,299
8,495
5,342
7,000
Clothing

$
12,092
23,227
18,444
32,280
5,440,730
5,514,946
5,625,085
6,200,779
Revenues
2013
Actual
Licenses & Permits
Miscellaneous
2014
Actual
468,528
$
468,528
2015
Unaudited
120
463,940
$
463,940
2016
Budget
$
419,910
$
420,030
419,000
419,000

$ (000)
7000.
6000.
640 - Materials
5000.
630 - Contractual
4000.
620 - Oth Trng

515 - Benefits
3000.
510 - Salaries
2000.
1000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
330
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Bureau Manager - Demolition
26,797.11
84,633.53
Bureau Manager - Building
26,797.11
84,633.53
Commissioner of Code Enforcement
42,758.15
142,024.13
20,800.00
45,020.62
1
Paralegal
Principal Clerk
14.88
21.12
Senior Clerk
12.47
17.43
19.00
21.39
PROFESSIONALS
2
Building Inspector Interim
Chief Building Inspector
20,800.00
70,053.60
Chief Electrical Inspector
20,800.00
70,053.60
Chief Elevator Inspector
20,800.00
70,053.60
TECHNICIAN
7
Building Inspector 1
14.08
25.86
14.89
27.32
15.70
28.77
26.35
30.27
Building Inspector Trainee
18.60
21.36
Electrical Safety Inspector 1
14.83
25.86
Electrical Safety Inspector 3
16.49
28.77
Elevator Inspector
14.23
25.86
Mechanical Inspector Interim
19.00
21.39
Mechanical Inspector 1
14.08
25.86
14.89
27.32
15.70
28.77
Plumbing Inspector 1
14.83
25.86
Plumbing Inspector 2
15.66
27.32
33
27
32
Residential Building Inspector
17.69
21.36
February 1, 2016
General Fund
331
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
63
59
68
84
71
85
Position
Minimum
Maximum
13.47
19.37
26,797.11
84,633.53
TOTAL FULL TIME
PART TIME
1
Bureau Manager - Demolition
TOTAL PART TIME
85
71
85
TOTAL DIVISION
February 1, 2016
General Fund
332

DIVISION OF CONSTRUCTION PERMITTING
Navid Hussain, Commissioner
Division of Construction Permitting
PROGRAM NAME:
OBJECTIVES:

To insure that standards are met that involves the construction, alterations, and repairs of
residential, commercial, and industrial buildings. Administer contractors registrations.
ACTIVITIES:
Update procedures for plan examinations and permit issuances. Review and process permit
applications and plan reviews in accordance with City and State standards.
February 1, 2016
General Fund
333
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
824,331
2015
Unaudited
897,101
2016
Budget
941,774
1,035,967
6,925
6,650
7,050
7,225
336
405
32,793
997
10,000
267
11,667
864,048
905,351
960,896
1,053,192
142,786
142,448
152,969
175,797
Prescription
22,147
21,472
25,897
30,459
Dental
8,299
7,828
7,668
8,832
Vision Care
1,008
1,052
1,123
1,280
112,095
125,317
133,475
148,148
9,768
11,328
12,086
13,628
11,893
11,033
10,290
10,608
622
656
690
880
9,424
Clothing Allowance
575

Fica-Medicare
Life Insurance

Travel
308,618
321,134
344,196
399,631
290
303
809
560
345
130
500
1,153
161
1,200
136
217
870
500
800
900
800
1,000
2,939
1,765
2,770
3,200
25,000
10,000
10,300
Freight Expense
Other Contractual
$
617
402
52
14
100
7,190
12,878
5,178
8,343
32,858
12,884
15,594
18,743
February 1, 2016
General Fund
334

2013
Actual
Office Supplies
2014
Actual
2015
Unaudited
2016
Budget
400
Computer Supplies
300
582
Other Supplies
1,033
1,411
2,857
1,609
3,000

$
1,411
4,473
1,609
3,700
1,209,874
1,245,606
1,325,065
1,478,466
Revenues
2013
Actual
Miscellaneous
2014
Actual
2015
Unaudited
2016
Budget
12,874
10,056
12,874
10,056
Division of Construction Permitting

$ (000)
1600.
1400.
1200.
640 - Materials
1000.
630 - Contractual
620 - Oth Trng
800.
515 - Benefits
600.
510 - Salaries
400.
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
335
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Commissioner of Construction Permitting
26,273.96
92,066.54
Commissioner of Construction Permitting
42,758.15
142,024.13
65,000.00
105,625.89
1
Customer Support Center Manager
Cust Suprt & Insp Sched Coordi
Customer Support Rep
12.15
18.57
Senior Clerk
12.47
17.43
16.29
24.50
23,647.11
104,877.59
PROFESSIONALS
4
Assistant Plan Examiner
Master Plan Examiner
Senior Data Conversion Oper
13.47
19.37
Engineer
22.78
36.56
Residential Plan Examiner
19.56
27.69
13
13
14
19
17
19
TOTAL FULL TIME
19
17
19
TOTAL DIVISION
February 1, 2016
General Fund
336

DEPARTMENT OF ECONOMIC DEVELOPMENT
Tracey A. Nichols, Director
Mission Statement
To provide governmental leadership that will capitalize on Cleveland's economic strength by
the encouragement of economic development, and to provide programs for the city, which will
generate additional tax revenue, employment and real property values.
Major responsibilities include the following: manage the overall operations of the Department; plan a
comprehensive economic development program; operate major commercial/institutional development and
redevelopment programs; develop and implement a comprehensive industrial development strategy; operate
business investment lending programs; serve as an ombudsman for small businesses within City government;
coordinate small business assistance groups; organize local neighborhood based retention and expansion plans;
provide business development and marketing resources; and planning and economic policy support.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To provide day-to-day management of staff assignments, program development, legislation
affairs, program policy and planning. To provide a development strategy for Cleveland in
cooperation with other city departments and provide economic development support to the
Mayor, City Council, city departments, and the business community. Also, perform capital and
operating budget management, loan portfolio and compliance management, grantor
agency financial reporting, and coordinate program audits and management information
services.
ACTIVITIES:
Provide policy for program management and administer loan programs.
PROGRAM NAME:
OBJECTIVES:
BUSINESS DEVELOPMENT
To assist in the development of real estate opportunities for new businesses as well as assist
area businesses with City regulatory, licensing, zoning and building code procedures and
clearances. Also, provide assistance in real estate and site location and drafts of expansion
plans for area businesses. Develop strategies to promote Cleveland as a good place to live
and work.
ACTIVITIES:
Collect and make available pertinent real estate and city data. Produce site and expansion
plans. Implement interdepartmental programs. Implement and administer the
Neighborhood Development Investment Fund (NDIF). Produce marketing brochures
promoting both Cleveland and Economic Development assistance programs.
PROGRAM NAME:
OBJECTIVES:
BUSINESS RETENTION & EXPANSION

To provide assistance to commercial, industrial, and residential business or projects using
federal, state, local and private resources to foster economic development in the City of
Cleveland.
ACTIVITIES:
Market loan programs to the business and the lending community as viable sources of fixed
asset financing; package low interest long term loans and tax incentives to businesses;
package loans and grants to local development corporations to support for-profit and nonprofit neighborhood development; secure federal funds for commercial lending; utilize the
Cleveland Citywide Development Corporation to review proposed development projects.
Coordinate small business assistance groups; organize local neighborhood based retention
and expansion plans.
February 1, 2016
General Fund
337
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
2014
Actual
1,110,213
2015
Unaudited
1,083,048
2016
Budget
1,068,682
1,257,843
3,725
4,600
3,300
3,275
Wage Settlements
22
22
Separation Payments
62,337
44,971
Benefits
Hospitalization
1,113,938
1,150,006
1,116,975
1,261,118
114,356
107,174
128,201
180,948
329
23,885
22,286
21,867
34,864
7,492
6,664
6,742
9,444
840
742
655
1,020
148,529
152,767
149,976
176,557
Fica-Medicare
15,777
15,582
14,101
18,286
14,843
16,455
19,531
11,684
667
696
615
912
8,200
Prescription
Dental
Vision Care
Life Insurance
326,720
322,366
349,889
433,715
48,200
48,200
3,226
3,349
3,407
3,449
9,050
11,319
14,823
16,261
2,116
2,373
2,635
2,906
808
794
220
443
Charges From M.V.M.

$
15,200
17,836
21,085
23,059
1,455,858
1,538,408
1,487,949
1,717,892
Revenues
2013
Actual
Licenses & Permits
Miscellaneous
Transfers In
$
101,700
2014
Actual
$
101,300
2015
Unaudited
$
2016
Budget
102,755
101,300
14,290
12,964
1,531,715
1,734,407
1,692,618
1,616,592
1,647,705
1,848,671
1,795,373
1,717,892
February 1, 2016
General Fund
338

$ (000)
1800.
1600.
1400.
670 - Intrdept Chg
1200.
630 - Contractual
1000.
515 - Benefits
800.
510 - Salaries
600.
400.
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
General Fund
339
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

0
Assistant Director HR/Economic Development
30,214.95
115,924.76
30,214.95
107,006.06
Director of Economic Development
50,795.81
182,067.01
Executive Assistant To The Mayor
50,795.81
182,067.01
Secretary to Directors
36,590.39
146,639.64
PROFESSIONALS
2
27,193.55
115,424.36
20,800.00
58,499.94
20,800.00
58,564.01
Auditor
20,800.00
60,614.58
Development Finance Analyst I
34,000.00
62,034.52
Development Finance Analyst II
51,043.20
87,567.00
Economic Development Specialist
40,000.00
52,000.00
Office Manager
20,800.00
51,170.01
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
15
12
15
19
16
19
TOTAL FULL TIME
19
16
19
TOTAL DIVISION
February 1, 2016
General Fund
340
Non-Departmental
COUNTY AUDITOR DEDUCTIONS
Expenditures
County
Non-Departmental
Auditor Deductions
2013
Actual
Non Productive Land Sales
35,375
Board Of Election Expense

Advertising Del Land Sales
Board Of Tax Appeals
2014
Actual
2015
Unaudited
14,203
2016
Budget
8,216
10,000
17
1,067,692
68,153
700,000
1,076,078
890,188
900,728
1,000,000
10,264
5,414
10,000
1,909
4,728
5,000
1,123,642
1,982,226
977,098
1,725,000
1,123,642
1,982,226
977,098
1,725,000

$ (000)
2000.
1800.
1600.
1400.
1200.
630 - Contractual
1000.
800.
600.
400.
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
Non-Departmental
General Fund
TRANSFERS TO OTHER FUNDS
Expenditures
341
Transfers to Other Funds
2013
Actual
Interfund Subsidies
Transfer To Rainy Day Res Fund
2014
Actual
5,000,000
2015
Unaudited
2016
Budget
Transfer To Stadium Fund
7,250,000
9,700,000
9,600,000
9,300,475
Subsidy To St Construction
5,864,872
6,459,796
7,666,121
8,422,778
2,000,000
2,000,000
2,000,000
Transfer To Debt Service Fund
8,304,464
8,072,386
6,862,190
7,124,144
Transfer To Schools Rec Fund
1,175,000
1,125,000
1,175,000
1,175,000
Transfer to IX Center
138,230
118,799
137,765
125,000
Subsidy To Sinking Fund
422,721
491,478
504,243
643,488
133,442
113,260
253,780
1,526,993
1,471,029
1,803,581
1,745,669
Transfer to Other SubClasses
Subsidy To Cemetery
Subsidy to Conv Center
$
29,682,280
29,571,929
29,862,159
30,790,334
29,682,280
29,571,929
29,862,159
30,790,334

$ (000)
30800.
30600.
30400.
30200.
30000.
675 - Subsidies
29800.
29600.
29400.
29200.
29000.
28800.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
General Fund
342
Non-Departmental
OTHER ADMINISTRATIVE
Expenditures
2013
Actual
Ohio Municipal League
2014
Actual
3,008
2015
Unaudited
52,689
2016
Budget
27,799
30,000
23,441
23,441
23,441
23,441
102,690
51,304
51,304
Mayors & Mgrs Assoc.
15,000
15,000
15,000
15,000
U.S. Conference Of Mayors
17,511
17,511
17,511
17,511
National League Of Cities
18,979
18,979
18,979
18,979
Greater Cleveland Partnership
40,000
27,500
25,000
25,000
NOACA
Utilities
Electricity - Cpp
117,939
257,810
179,034
181,235
12,355,886
13,013,131
13,431,753
14,128,922
Electricity - Other
25,128
19,493
6,669
12,381,014
13,032,624
13,438,422
14,128,922
152,309
240,000
381,520
180,000
1,173
5,964
17,236
31,173
32,804
33,000
236,276
210,825
922,280
225,000
5,958,650
3,000,000
390,823
6,304,916
157,258
93,673
156,260
160,000
Taxes
Other Contractual
Justice Center-Tower Maint
Bank Service Fees
Capital Outlay
Transfer To Capital Project
Debt Service
Principal
February 1, 2016
6,521,729
3,575,671
1,890,824
6,902,916
(144)
(144)
3,361
3,361
3,600,000
3,680,500
250,000
1,000,000
3,600,000
3,680,500
250,000
1,000,000
250,000
250,000
250,000
250,000
250,000
250,000
250,000
250,000
(24,982)
(24,982)
22,848,917
20,796,605
16,008,280
22,463,073
Non-Departmental
General Fund
OTHER ADMINISTRATIVE
343
Revenues
2013
Actual
2014
Actual
1,942,562
2015
Unaudited
1,822,217
2016
Budget
1,796,545
1,520,462
91
444,910
Licenses & Permits
300
8,192,229
7,980,508
10,552,788
13,145,724
17,244,378
14,505,694
13,525,248
13,350,625
Property Tax
32,704,946
32,337,578
32,683,851
30,931,945
2,500,000
28,180,328
25,021,013
26,579,767
25,093,082
912,147
9,595,002
3,753,880
3,800,000
6,081,260
3,300,471
3,068,039
3,000,000
300,647,885
297,124,283
308,946,753
314,800,000
Miscellaneous
Sale Of City Assets

State And Local Gov Fund
Transfers In
Other Tax
Income Tax
$
395,905,733
391,686,857
401,352,079
408,141,838
$ (000)
25000.
699 - Exp Recovery
20000.
690 - Debt Svc

680 - Capital
15000.
670 - Intrdept Chg

660 - Claims
10000.
630 - Contractual
625 - Utilities
620 - Oth Trng
5000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
344
February 1, 2016
Special Revenue Fund
Restricted Income Tax Fund: Established in 1981, this fund receives one-ninth of the
Citys income tax collections. These funds are restricted by law to expenditures for capital
improvements and debt service.
Street Construction: This fund supports basic street maintenance including snow
removal, street repairs, and resurfacing. The primary revenue sources are the State Auto
License and Gasoline taxes and an operating transfer from the General Fund.
Rainy Day Reserve Fund: This fund was created in 1993 pursuant to Ordinance 198792. General Fund revenues in excess of anticipated expenditures are to be credited to this
fund to be used only during periods of significant economic downturns or to fund
unanticipated one-time General Fund obligations.
School Activities: School payments for recreation and cultural activities are made
through this fund group. Revenue is derived from parking and vehicle lessor taxes by
transfer payments from the General Fund.
Special Revenue Funds
Special Revenue Fund Summary
346
Special Revenue Fund Summary
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
RESTRICTED INCOME TAX FUND

RECEIPTS
$
$
Decertifications
Beginning Balance
Ending Balance
38,753,695
EXPENDITURES
Net
37,615,887
(1,137,808)
37,168,529
38,430,982
$
(1,262,453)
38,638,873
37,600,482
$
1,038,391
39,370,000
731,127
2%
2,927,210
7%
(2,196,083)
-211%
-100%
40,527,692
$
(1,157,692)
26,894
9,928
15,218
2,467,523
1,356,609
104,083
1,157,693
1,356,609
104,083
1,157,693
(1,157,692)
25,340,191
24,901,892
26,469,408
27,033,878
564,470
2%
463,245
2%
101,225
-94%
(6,684)
-100%
STREET CONSTRUCTION
RECEIPTS
25,571,467
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
(231,276)
25,203,540
$
(301,648)
26,577,317
$
(107,909)
27,040,562
$
(6,684)
241,609
287,884
112,469
5,556
15,889
2,125
6,685
15,889
139
2,125
137
6,685
135
1
151
16
12%
24,142
32%
RAINY DAY RESERVE FUND

RECEIPTS
Net
5,046,510
52,409
52,409
50,858
50,858
75,000
75,000
24,142
47%
13,576,389
18,622,899
18,675,307
18,726,165
$ 18,622,899
$ 18,675,307
$ 18,726,165
$ 18,801,165
75,000
0%
0%
Beginning Balance
Ending Balance
5,046,510
EXPENDITURES
SCHOOL ACTIVITIES
RECEIPTS
EXPENDITURES
Beginning Balance
Ending Balance
1,175,000
1,125,000
1,175,000
1,175,000
1,175,000
1,125,000
1,175,000
1,175,000
0%
20,887,741
15,833,099
9,868,062
9,562,475
(305,587)
-3%
CLEVELAND STADIUM
RECEIPTS
7,435,524
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
February 1, 2016
13,452,217
10,265,614
21,173,672
10,384,225
$
(821,750)
(10,789,447)
-104%
10,483,860
-93%
5,567,486
$ (11,305,610)
90,000
4,701,823
18,244,040
23,811,526
12,505,916
(11,305,610)
$ 18,244,040
$ 23,811,526
$ 12,505,916
$ 11,684,166
(821,750)
-7%
General Government

RESTRICTED INCOME TAX
Expenditures
347
Restricted
General Government
Income Tax
2013
Actual
Interfund Subsidies
Capital Outlay
Debt Service
Principal
2014
Actual
2015
Unaudited
2016
Budget
23,862,972
27,544,560
28,481,794
27,214,762
23,862,972
27,544,560
28,481,794
27,214,762
8,939,218
4,547,058
3,029,196
6,841,261
8,939,218
4,547,058
3,029,196
6,841,261
4,931,163
5,331,055
5,150,885
5,674,361
Interest
1,020,341
1,008,308
938,608
797,308
5,951,504
6,339,363
6,089,492
6,471,669
38,753,694
38,430,981
37,600,482
40,527,692
Revenues
2013
Actual
Income Tax
37,580,988
2014
Actual
$
37,140,278
34,899
$
37,615,886
2015
Unaudited
$
38,618,344
28,251
$
37,168,528
2016
Budget
$
20,529
$
38,638,873
39,350,000
20,000
39,370,000
Restricted Income Tax (RIT)

$ (000)
45000.
40000.
35000.
690 - Debt Svc
30000.
680 - Capital
25000.
675 - Subsidies
20000.
15000.
10000.
5000.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

348
STREET CONSTRUCTION, MAINTENANCE & REPAIR

Randall Scott, Interim Commissioner
Street Construction,
Department of
Maintenance
Public Works
& Repair
Mission Statement
The mission of the Division of Streets is to maintain a safe/clean pavement condition and bridge
condition along the major, minor, and residential streets within the City of Cleveland. This
includes all aspects of Snow Removal, Pavement Repairs, Resurfacing, Bridge Maintenance,
Street Sweeping, and Graffiti Abatement.
PROGRAM NAME:
OBJECTIVES:
BRIDGE MAINTENANCE
To ensure that the City of Cleveland bridge network is maintained and in good working
condition, including five movable bridges over the Cuyahoga River.
ACTIVITIES:
The Division reviews bridge inspection reports and makes necessary repairs to the bridge
stock based on the inspections. The general maintenance includes drainage systems,
expansion joints, and minor surface repairs. The Division is also responsible for staffing the
movable bridges during their 24 hour operation.
PROGRAM NAME:
OBJECTIVES:
GRAFFITI ABATEMENT
To insure the removal of graffiti from all areas in the City of Cleveland.
ACTIVITIES:
The Division aggressively removes or covers up any graffiti within the City of Cleveland's right
of way and parks using the Division's own resources and with the assistance of volunteers.
PROGRAM NAME:
OBJECTIVES:
SNOW AND ICE CONTROL

To provide snow and ice control services and maintain reasonable and safe traffic flow along
the main and residential streets of the City of Cleveland.
ACTIVITIES:
Provide anti-icing and de-icing to all primary routes during light snow conditions. Conduct
tandem plowing of all primary routes during heavy snow. Plow and/or salt residential streets.
Respond to requests for snow/ice control service.
PROGRAM NAME:
OBJECTIVES:
STREET CLEANING
To provide a clean appearance and provide safe road conditions for main streets and
residential streets within the City.
ACTIVITIES:
Clean streets. Remove litter. Reduce the amount of pollutants flowing into our sanitary sewer
systems.
PROGRAM NAME:
OBJECTIVES:
STREET REPAIR
To maintain, repair deficiencies, and remove all hazardous areas within the City of Cleveland's
roadway network.
ACTIVITIES:
The Division systematically repairs pot holes throughout the city year round and most
importantly in the spring time when pot holes are most prevalent. The Division also repairs
deteriorated roadway base and caps utility cuts.
PROGRAM NAME:
OBJECTIVES:
STREET RESURFACING
To maintain, repair, and improve the pavement condition within the City of Cleveland.
ACTIVITIES:
Using allocated capital funding, the Division of Streets removes old deteriorated pavement
and replaces it with new asphalt surfaces. The Division of Streets also replaces all ADA ramps
on roadways that are completely resurfaced.
February 1, 2016
349
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Crafts
Seasonal
2014
Actual
7,542,967
2015
Unaudited
7,290,762
2016
Budget
7,568,201
8,092,453
77,589
56,963
2,762,417
2,792,562
2,801,734
2,252,474
Military Leave
11,345
Injury Pay
13,566
335
Longevity
59,000
58,500
58,300
58,300
Wage Settlements
88,616
22,722
25,191
Separation Payments
44,797
51,364
24,461
847,035
1,001,893
993,950
1,000,000
Overtime
Benefits
Hospitalization
11,447,331
11,274,765
11,472,171
11,403,227
1,081,909
1,082,141
1,236,929
1,451,315
Prescription
187,326
183,904
225,756
265,775
74,880
72,455
66,464
79,800
7,242
6,977
6,309
8,460
1,523,842
1,583,184
1,595,483
1,596,452
Fica-Medicare
155,231
154,506
160,375
165,347
492,594
541,796
515,451
466,384
5,291
5,219
5,151
7,200
179,967
168,862
264,402
350,000
41,707
41,507
42,310
40,475
Dental
Vision Care
Life Insurance
Clothing Allowance
Tool Insurance
Utilities
Brokered Gas Supply
2,630
2,870
2,870
1,910
16,300
16,150
16,250
11,600
3,768,919
3,859,571
4,137,749
4,444,718
1,520
1,520
109,772
147,502
119,533
123,119
Water
Gas
6,110
3,383
2,708
6,896
51,566
41,896
46,601
47,999
Electricity - Cpp
65,447
93,614
119,284
122,863
Electricity - Other
28,160
27,282
28,169
33,239
1,239
928
818
1,200

262,294
314,605
317,112
335,316
5,580
16,280
7,070
11,550
Medical Services
2,882
5,734
170
2,500
7,193
8,215
7,861
6,604
February 1, 2016

350
2013
Actual
Property Rental
Other Contractual
Purchase Of Tests
2014
Actual
2015
Unaudited
2016
Budget
87,500
86,750
114,000
88,000
6,059
6,058
7,200
103,155
123,038
135,159
115,854
107
107
200
Salt & De-Icer

Clothing
2,751,635
1,966,262
3,214,125
3,000,000
1,113
2,257
4,717
2,060
5,279
4,553
2,351
10,000
15,853
19,262
14,139
15,000
9,800
10,800
6,000
15,450
1,518
1,000
Small Equipment
10,053
15,499
18,649
10,740
Electrical Supplies
2,015
381
5,970
6,180
Fence, Posts & Bars
1,880
1,090
7,421
10,556
8,616
11,020
13,293
10,417
9,133
8,000
5,678
10,947
4,240
5,000
140,457
171,805
219,967
133,488
7,880
19,999
65,000
30,000
97,098
73,927
79,033
88,000
Safety Equipment
12,897
11,826
10,889
11,000
290
984
1,381
1,600
6,000
Welding Supplies & Equipment

Other Supplies
Guard Rail Supplies

Paving Material
84,800
121,710
292,134
120,000
Asphalt
460,250
658,576
534,677
460,000
Cement Sand & Gravel
351,177
385,850
421,421
400,000
27,994
69,050
61,264
51,500

Maintenance
4,008,490
3,564,661
4,973,813
4,387,328
10,470
11,120

Repair Parts
Charges From W.P.C.
February 1, 2016
6,000
8,811
15,450
75
17,097
45,000
10,300
26,770
10,995
20,653
15,450
32,844
47,373
65,653
52,320
6,780
1,650
2,400
2,000
6,780
1,650
2,400
2,000
74,648
75,900
116,689
118,143
46,387
117,018
71,614
129,922
8,608
7,376
2,844
5,000
10,891
11,189
13,248
14,532
351
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
113
123
143
158
1,642,421
2,835,843
2,296,080
2,242,828
Charges From Division Of Maint
10,210
29,911
30,000
7,206
8,800
7,952
5,000
Charges From M.V.M.
Capital Outlay
Local Resurfacing
1,800,484
3,086,158
2,508,570
2,545,583
4,141,169
2,931,719
2,963,171
3,754,216
4,141,169
2,931,719
2,963,171
3,754,216
25,571,467
25,203,540
26,577,317
27,040,562
Revenues
2013
Actual
15,382

Licenses & Permits
Miscellaneous
Transfers In
2015
Unaudited
16,102
41,057
2016
Budget
$
25,000
250,133
885,917
1,099,743
1,351,480
900,200
5,613,376
4,243,978
3,673,132
4,600,400
12,976,628
13,081,055
13,485,734
13,084,000
5,864,872
6,459,796
7,666,121
8,422,778
2,148
1,219
1,750
1,500

$
2014
Actual
25,358,323
24,901,892
26,469,408
27,033,878
Division of Street Construction, Maintenance and

Repair
$ (000)
680 - Capital
30000.
670 - Intrdept Chg

25000.
660 - Claims
650 - Maintenance
20000.
640 - Materials
15000.
630 - Contractual
625 - Utilities
10000.
620 - Oth Trng

5000.
515 - Benefits
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

352
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Streets
40,314.82
136,049.25
PROFESSIONALS
2
27,193.55
115,424.36
20,800.00
58,564.01
Section Chief of Engineering and Construction
50,000.00
100,773.99
SKILLED CRAFT
4
Asphalt Construction Unit Leader
26.37
39.56
21
20
20
Asphalt Tamper
25.29
37.91
Bridge Oiler
10.20
19.31
Carpenter
37.88
47.35
Construction Equipment Operator Group A
38.92
49.75
38.80
49.60
17
14
17
Electric Bridge Operator
10.00
17.89
Electric Bridge Operator Leader
10.00
19.16
Electrical Worker
45.60
57.00
Ironworker
42.65
53.31
Jackhammer Operator
25.29
37.91
Machinist
15.83
23.99
Master Mechanic
39.30
50.25
11
10
10
Paver
25.63
38.46
Paving Unit Leader
26.37
39.56
Street Equipment Maintenance Specialist
24.85
25.85
Street Maintenance District Unit Leader
59,446.40
67,509.31
Street Maintenance Foreman
21.32
23.32
Street Maintenance General Foreman
26.40
28.40
Welder/Fabricator
18.36
26.64
98
89
98
February 1, 2016
353
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Concrete Mixer Driver
23.69
24.64
General Shop Unit Leader
26.97
28.97
12
12
12
16.86
18.86
Street Carry-all Driver
24.85
25.85
Tanker Truck Driver
24.85
25.85
24
21
24
Truck Driver
19.99
20.80
45
40
44
19.28
21.28
TECHNICIAN
4
Radio Operator
151
135
151
TOTAL FULL TIME
127
114
127
TOTAL SEASONAL (PEAK) *
278
249
278
TOTAL DIVISION
* Due to the seasonal nature of the division, position titles vary throughout the year. Therefore, averages, rather than actual employees
are used.
February 1, 2016

354
Non-Departmental
SCHOOLS RECREATION & CULTURAL
Expenditures
Schools
Non-Departmental
Recreation & Cultural
2013
Actual
Other Contractual
2014
Actual
2015
Unaudited
2016
Budget
1,175,000
1,125,000
1,175,000
1,175,000
1,175,000
1,125,000
1,175,000
1,175,000
1,175,000
1,125,000
1,175,000
1,175,000
Revenues
2013
Actual
Transfers In
2014
Actual
2015
Unaudited
2016
Budget
1,175,000
1,125,000
1,175,000
1,175,000
1,175,000
1,125,000
1,175,000
1,175,000
School Recreation and Cultural Activities

$ (000)
1200.
1000.
800.
630 - Contractual
600.
400.
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

CLEVELAND STADIUM
Expenditures
355
Department
Cleveland
of Stadium
Public Works
2013
Actual
2014
Actual
16,225
2015
Unaudited
13,860
2016
Budget
14,196
40,000
99,100
99,100
99,100
99,100
Property Rental
18,216
9,150
646,923
659,364
669,516
680,000
Stadium Property Tax

Interfund Subsidies
780,464
781,474
782,812
819,100
500,060
484,140
75,662
Transfer To Debt Service Fund
6,155,000
Capital Outlay
Transfer to other SubFunds
9,000,000
8,550,000
9,065,125
6,655,060
9,484,140
8,625,662
9,065,125
11,765,198
500,000
11,765,198
500,000
7,435,524
10,265,614
21,173,672
10,384,225
Revenues
2013
Actual

Transfers In
$
2014
Actual
250,000
250,000
2015
Unaudited
$
2016
Budget
250,000
250,000
13,377,951
5,861,273
7,250,000
9,700,000
9,600,000
9,300,475
9,789
21,826
18,062
12,000
20,887,740
15,833,099
9,868,062
9,562,475
Cleveland Stadium
$ (000)
25000.
20000.
680 - Capital
15000.
675 - Subsidies
630 - Contractual
10000.
5000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
356
February 1, 2016
Major Enterprise Funds
Enterprise Funds are used to account for operations that function in a manner similar to
private business enterprises and are financed primarily by user fees to the general public.
Major Enterprises, consisting of Public Utilities and Airports, are totally self-supporting
Major Enterprise Funds Summary
358
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
UTILITIES ADMINISTRATION
RECEIPTS
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
3,330,441
3,718,595
4,346,344
6,088,762
1,742,418
40%
3,098,942
3,736,464
4,713,210
6,112,829
1,399,619
30%
231,499
(17,869)
(366,866)
(24,067)
342,799
-93%
11,353
27,735
5,451
253,260
496,111
505,978
144,563
(24,067)
-17%
18
30%
1,297,828
63%
591,592
21%
706,236
-95%
(33,650)
-100%
496,111
26
505,978
40
144,563
42
120,496
60
RADIO
RECEIPTS
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
2,003,360
3,285,103
2,060,378
3,358,206
2,689,579
2,944,811
2,800,264
3,391,856
(686,219)
340,293
(739,886)
(33,650)
40,987
356,914
19,944
701,619
56,387
753,593
33,651
56,387
753,593
33,651
13%
2,608,498
48%
3,031,789
57%
(423,291)
-434%
(325,795)
-77%
10%
4,235,192
1%
7,344,423
2%
(3,109,231)
23%
$ (16,492,588)
-10%
FISCAL CONTROL
RECEIPTS
Decertifications
Beginning Balance
Ending Balance
3,345,573
EXPENDITURES
Net
3,422,979
FT Staffing Levels
77,406
4,535,064
4,696,158
$
(161,094)
5,393,502
5,296,006
$
97,496
8,002,000
8,327,795
(325,795)
3,075
917
403,194
480,599
322,580
420,994
480,599
322,580
420,994
95,199
39
53
69
77
$ 273,996,702
$ 288,150,747
$ 295,264,808
$ 299,500,000
254,558,963
279,616,373
308,648,165
315,992,588
8,534,373
$ (13,383,357)
$ (16,492,588)
3,273,559
3,777,558
2,582,248
145,470,148
168,181,445
180,493,376
169,692,267
$ 168,181,445
$ 180,493,376
$ 169,692,267
$ 153,199,679
WATER
RECEIPTS
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
February 1, 2016
19,437,739
2013
Actual
FT Staffing Levels
2014
Actual
968
2015
Unaudited
914
2016
Budget
902
$
Change
1,130
359
%
Change
228
20%
2,266,504
9%
902,051
3%
WATER POLLUTION CONTROL

RECEIPTS
EXPENDITURES
Net
Decertifications
Beginning Balance
22,848,409
21,352,067
24,165,066
26,431,570
21,417,816
24,686,798
25,529,519
26,431,570
1,430,594
(3,334,730)
(1,364,453)
189,696
153,477
151,722
10,319,666
11,939,956
8,758,702
7,545,971
Ending Balance
$ 11,939,956
8,758,702
7,545,971
7,545,971
FT Staffing Levels
133
136
123
162
$ 167,902,121
$ 185,140,854
$ 192,475,721
$ 207,111,821
178,928,242
183,445,194
194,238,499
207,111,821
(11,026,121)
1,695,660
(1,762,778)
278,410
7,670,394
1,364,235
24,156,613
13,408,901
22,774,954
22,376,412
Ending Balance
$ 13,408,901
$ 22,774,954
$ 22,376,412
$ 22,376,412
FT Staffing Levels
295
258
236
286
$ 139,470,221
$ 141,514,346
$ 148,433,706
$ 160,341,280
137,669,337
136,812,442
148,735,357
160,341,280
1,364,453
7,545,971
100%
39
24%
14,636,100
7%
12,873,322
6%
CLEVELAND PUBLIC POWER

RECEIPTS
EXPENDITURES
Net
Decertifications
Beginning Balance
1,762,778
22,376,412
100%
50
17%
11,907,574
7%
11,605,923
7%
PORT CONTROL
RECEIPTS
EXPENDITURES
Net
1,800,884
4,701,904
(301,651)
Receivables & Adjustments
5,468,328
Decertifications
2,555,972
597,464
585,559
61,106,291
70,931,475
76,230,843
76,514,751
Ending Balance
$ 70,931,475
$ 76,230,843
$ 76,514,751
$ 76,514,751
FT Staffing Levels
350
420
350
360
Beginning Balance
301,651
76,514,751
10
100%
3%
February 1, 2016

360
UTILITIES GENERAL ADMINISTRATION

Robert L. Davis, Director
Utilities
Department
General
of Public
Administration
Utilities
Mission Statement
To provide administrative control and supervision over the Division of Utilities Fiscal Control,
Water, Water Pollution Control, Cleveland Public Power, the Office of Radio Communication,
TV20 and the Photography Lab.
The Department of Public Utilities is comprised of the following divisions and sections: General Administration,
Radio Communication, Utilities Fiscal Control, Water, Water Pollution Control, and Cleveland Public Power. Also
included in the Department are TV20 and the Photography Lab sections. The Department is self-supporting but
participates in obtaining federal and state grants and loans for various improvements when these monies are
available.
The Division of Utilities Administration is specifically designed to have administrative charge, control, and
supervision over the Divisions of Utilities Fiscal Control, Water, Water Pollution Control, Cleveland Public Power
and the Office of Radio Communications. Functions and duties of the various divisions are treated separately
under their respective headings. In addition, the Division of Utilities Administration is responsible for providing high
quality customer service to customers of the Divisions of Water, Water Pollution Control, and Cleveland Public Power.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To coordinate and manage the activities of the Department of Public Utilities.
ACTIVITIES:
Monitor the promotion of Cleveland Small Business Enterprise involvement in the

procurement process. Direct operating and financial performance of Water, Water Pollution,
Cleveland Public Power, and the Office of Radio Communications. Manage priorities and
oversee capital improvement plans. Provide oversight and control of customer service,
finance, human resources, information technology and public affairs functions for all
divisions.
PROGRAM NAME:
OBJECTIVE:
CABLE TELEVISION
To educate and inform the citizens of Cleveland regarding City services, programs initiatives
and events by way of the City of Cleveland cable access television station
ACTIVITIES:
TV20 "LIVE" on-line streaming 24 hours a day and video on demand. Provide original
programming to promote the many services made available to the residents of the City of
Cleveland. Features Mayoral press conferences, "LIVE" broadcasts of Cleveland City Council
Committee Meetings, a Weekly News show and programs regarding education, housing,
healthcare, economic development, arts and entertainment.
PROGRAM NAME:
OBJECTIVE:
PHOTOGRAPHIC BUREAU
To visually document the activities, events and business of the City of Cleveland.
ACTIVITIES:
Serve as the Mayor's photographers; provide photographic services to all City entities,
including departments, divisions and Cleveland City Council; offer digital images for use in
City government print publications and electronic media. Photograph current events
happening in the City for public relations and historical purposes.
February 1, 2016
361
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
1,616,754
2015
Unaudited
2,095,988
2016
Budget
2,594,111
3,293,656
16,306
42,222
Part-Time Permanent
2,139
29,268
Student Trainees
15,725
2,555
25,332
7,450
7,950
15,425
13,175
1,162
1,162
117,421
32,400
43,357
26,000
41,101
42,043
40,042
42,000
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
1,799,031
2,195,267
2,698,790
3,471,653
228,004
318,455
429,233
655,613
309
Prescription
49,175
66,132
89,863
139,626
Dental
16,020
21,635
23,937
35,772
1,583
2,022
2,361
3,468
226,554
304,336
367,624
487,680
Fica-Medicare
23,780
21,769
35,849
50,512
21,303
22,086
20,396
24,464
1,089
1,393
1,781
2,772
1,000
Vision Care
Life Insurance
Travel
567,817
757,828
971,043
1,400,907
3,372
4,870
3,721
15,000

480
3,096
8,500
56
6,217
9,556
9,165
6,500
10,069
14,482
15,982
30,000
8,158
13,007
9,000
1,388
2,075
1,738
2,000
6,705
2,445
8,000
625
23,157
27,320
30,000
21,612
24,784
24,318
21,800
100
100
145
Property Rental
118,728
118,728
118,728
120,700
Other Contractual
148,723
194,412
195,984
225,000
Program Promotion
297,880
371,414
383,684
416,500
February 1, 2016

362
2013
Actual
Postage
Computer Supplies
2014
Actual
858
2015
Unaudited
897
2016
Budget
115
1,000
1,500
Computer Hardware
10,873
8,267
113
4,000
Computer Software
1,095
2,767
3,223
4,000
350
5,000
22,638
12,719
4,744
14,000
2,860
17,953
22,251
2,500
186
4,222
5,850
4,390
4,000

Other Supplies
Maintenance
42,731
48,802
34,835
36,000
500
7,620
33,734
5,403
1,046
35,000
5,403
8,666
47,500
1,500
277,382
305,835
373,195
426,493
277,382
305,835
374,695
426,493
7,959
8,171
6,706
6,789

Charges From M.V.M.
11
10,643
12,129
5,868
6,437
341
81
575
634
3,313
10,324
12,366
9,916
22,267
30,704
25,515
23,776
3,970
Other Equipment
February 1, 2016
12,000
39,339
Capital Outlay
Indirect Cost
5,605
38,456
6,729
140,000
200,000
42,426
6,729
200,000
140,000
120,000
120,000
3,098,942
3,736,464
4,713,210
6,112,829
363
Revenues
2013
Actual
Miscellaneous
2014
Actual
2,190,528
1,138,966
$
3,329,494
2,601,470
2015
Unaudited
$
2,983,421
1,117,125
$
3,718,595
2016
Budget
$
1,362,923
$
4,346,344
4,444,370
1,644,392
6,088,762
Utilities General Administration

$ (000)
7000.
699 - Exp Recovery

680 - Capital
6000.
670 - Intrdept Chg
5000.
660 - Claims
650 - Maintenance
4000.
640 - Materials
3000.
630 - Contractual
620 - Oth Trng
2000.
515 - Benefits
1000.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

364
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Director
36,590.39
146,639.64
Assistant Manager-App. Dev. and Technical Support
46,224.91
128,595.56
Cable Production Manager
20,800.00
95,880.64
Director of Public Utilities
100,000.00
236,515.54
General Manager of Administrative Services
26,273.96
93,908.62
Manager of Marketing
30,214.95
107,006.06
Network/Data Center Operations Manager
55,000.00
117,737.72
20,800.00
112,639.75
1
Chief Clerk
22,050.00
52,504.47
Legal Secretary
20,800.00
47,303.11
PROFESSIONALS
3
27,193.55
115,424.36
20,800.00
58,499.94
20,800.00
58,564.01
Assistant Contract Compliance Officer
20,800.00
58,564.01
Assistant Director of Law I (s)
26,250.00
88,693.33
20,800.00
58,564.01
20,800.00
57,473.28
55,000.00
100,805.07
Chief Assistant Director of Law
31,500.00
130,083.54
Chief Photographer
20,800.00
56,521.12
Civil Service Examiner II
20,800.00
45,020.62
30,214.00
87,813.65
Desktop Publishing Specialist
20,800.00
59,870.58
26,273.96
84,984.86
Photographer
10.00
23.30
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
Reporter/Producer-TV20
February 1, 2016
365
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
20,800.00
42,414.34
Telecommunications Specialist
30,215.00
66,351.39
32
28
37
25,000.00
51,187.74
PROTECTIVE SERVICES
8
Safety Programs Officer II
TECHNICIANS
1
Cable Production Specialist
20,800.00
41,314.46
Senior Computer Operator
10.00
28.78
55
42
60
TOTAL FULL TIME
TOTAL SEASONALS
TOTAL PART TIME
TOTAL STUDENT ASSISTANT
59
43
65
TOTAL DIVISION
February 1, 2016

366
OFFICE OF RADIO COMMUNICATIONS

Brad A. Handke, Administrative Manager
Office of Radio Communications
Mission Statement
To operate the Citys radio system in a reliable and secure manner, suitable for use by all City
divisions; providing maintenance, programming services, interoperability, and improvements
to the infrastructure to insure sufficient system capacity to meet the wireless communications
needs of the City.
PROGRAM NAME:
OBJECTIVES:
EQUIPMENT PURCHASE PROGRAM

To purchase equipment for City divisions to ensure the proper operation of all City of
Cleveland radios and related equipment, including equipment installed into City owned
vehicles.
ACTIVITIES:
Obtain necessary equipment through multiple contracts to ensure proper operation of City
owned equipment. Use the leverage of large quantity discounts offered by vendors by
combining orders for similar items from multiple divisions orders. To serve as the one stop
purchasing center for materials related to both installation and maintenance of ancillary
radio equipment as well as their peripheral devices.
PROGRAM NAME:
OBJECTIVES:
LEASE OF FACILITIES FOR WIRELESS COMMUNICATIONS USE

Ensure that leases for City properties by wireless communications providers provide City
divisions with fair compensation for their usage.
ACTIVITIES:
Negotiate leases with wireless communications providers in conjunction with the Law
Department and the City division that owns the property or facility.
PROGRAM NAME:
OBJECTIVES:
ORC SERVICE CENTER FACILITIES

Provide services related to the installation, removal and repair of 800 MHz two-way radios
from City divisions. This program also provides for drive-in services for vehicles that usually
go to outside vendors for miscellaneous radio services. Also in 2008 the Service Center took
on responsibility for other peripheral equipment including GPS, AVL, and some MDT/Camera
work.
ACTIVITIES:
Install and remove radios for other City divisions, so as to reduce the amount of money being
spent on outside vendors. To provide service to all City divisions using 800 MHz radio
equipment. This program will eliminate most of the outsourcing of radio services that the
City of Cleveland does for its vehicle fleet and will help to prevent vehicles and personnel
from being Out of Service. In addition the Service Center has started computer installations
for the division of EMS and has continued with removing equipment related to MDTs, GPS,
and AVL, from vehicles to reduce the cost of having outside vendors remove this equipment.
This program will also be responsible for the maintenance of the new AMR infrastructure
being installed by Cleveland Division of Water.
PROGRAM NAME:
OBJECTIVES:
RADIO NETWORK PARTICIPATION

To assist in the expansion of the new Greater Cleveland Regional Radio Network.
ACTIVITIES:
Oversee the expansion of participants to the new system by assisting outside entities with
their radio communications planning, programming, and cutover to the radio network.
PROGRAM NAME:
OBJECTIVES:
RADIO SYSTEM ADMINISTRATION

Respond quickly to requests for programming and reprogramming of mobile and portable
radios, as well as other system requests.
February 1, 2016
367
ACTIVITIES:
Work with user divisions to ensure that changes in radio templates are made in a timely
fashion and suggest changes or improvements in radio configuration. Provide advice on
how to best create interoperability between the internal and external entities located in and
outside of the City, and retemplate radios that have undergone maintenance or are being
relocated from one vehicle to another.
PROGRAM NAME:
OBJECTIVES:
RADIO SYSTEM MAINTENANCE & OPERATION

To maintain the Greater Cleveland Regional Radio Network in a reliable condition, suitable for
use by all participating entities.
ACTIVITIES:
Ensure that maintenance contracts are in place for infrastructure, as well as for ancillary
facilities; to administer maintenance contracts, respond to alarms, system problems, and user
problems in an effort to coordinate maintenance efforts.
February 1, 2016

368
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
2014
Actual
244,739
2015
Unaudited
288,300
2,825
2,875
2016
Budget
393,132
412,931
2,875
2,875
807
930
Separation Payments
29,549
5,495
Overtime
54,872
14,560
5,645
20,000
Benefits
Hospitalization
331,986
306,543
408,078
435,806
43,897
52,250
73,910
76,372
Prescription
9,164
10,322
15,528
15,779
Dental
2,988
3,259
3,874
3,960
346
384
480
516
40,680
41,696
56,548
61,013
Fica-Medicare
3,614
3,725
5,216
5,617
4,504
4,262
3,518
4,308
183
213
304
384
6,191
1,275
2,150
2,675
2,675
Vision Care
Life Insurance
Clothing Allowance
Travel
540
125,311
163,153
171,724
8,558
5,312
10,000
15,000
11,255
5,312
25,000
47
53
33
1,990
5,017
3,775
3,888
15,889
13,585
15,068
15,520
29,577
58,254
47,503
35,946

Taxes
Property Rental
Other Contractual
February 1, 2016
Electricity - Other
Computer Hardware
2,697
Electricity - Cpp

Office Supplies
1,100
Gas
1,100
107,191

Utilities
Brokered Gas Supply
860
73,382
76,909
820
86,590
92,257
105,998
540
2,400
1,210
1,320
1,410
1,302
2,472
2,506
2,500
247,324
260,233
323,143
301,325
428
284,480
427
265,272
328,026
307,527
500
2,850
369
2013
Actual
Small Equipment
Other Supplies
Maintenance
2014
Actual
8,296
5,705
13,456
10,000
24,324
7,242
5,000
35,000
141,167
24,778
29,241
100,000
173,788
40,575
47,697
145,500
1,168,697
1,668,383
1,444,445
1,445,000
85,804
46,067
100,842
190,000
1,254,501
1,714,450
1,545,286
1,635,000
7,011
6,810
7,151
7,240

Charges From M.V.M.
Capital Outlay
Radio Equipment
2016
Budget

2015
Unaudited
164
82
90
2,623
2,821
3,977
2,971
9,798
9,631
11,210
10,301
359,565
103,042
300,000
Other Equipment
Transfer To Water Capital Proj
95,334
35,299
96,202
255,000
385,000
480,334
394,864
199,244
555,000
2,689,579
2,944,811
2,800,264
3,391,856
Revenues
2013
Actual
Miscellaneous
299,940
312,437
2015
Unaudited
$
304,929
2016
Budget
$
281,340
1,698,365
2,965,194
1,749,126
3,071,866
5,055
7,472
6,323
5,000

$
2014
Actual
2,003,360
3,285,103
2,060,378
3,358,206
Office of Radio Communications

$ (000)
3500.
680 - Capital
3000.
670 - Intrdept Chg

650 - Maintenance
2500.
640 - Materials
2000.
630 - Contractual
625 - Utilities
1500.
620 - Oth Trng

1000.
515 - Benefits
510 - Salaries
500.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

370
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Supervisor of Radio Services
24.86
26.38
PROFESSIONALS
1
27,193.55
115,424.36
20,800.00
58,564.01
19.85
22.05
TECHNICIANS
5
TOTAL FULL TIME
TOTAL DIVISION
February 1, 2016
Radio Technician

UTILITIES FISCAL CONTROL
371
Frank Badalamenti, Chief Financial Officer

Mission Statement
To provide professional financial management services and protect the fiscal integrity of funds
and assets for all divisions of the City of Cleveland, Department of Public Utilities. The CFOs
office monitors collections for the Department of Public Utilities to ensure we maximize
collection of revenue and the efficient allocation and expending of funds necessary to support
each divisions operation. To adhere to the practice of generally accepted accounting principles
in a manner consistent with the guidelines received by the State of Ohio and the City of
Cleveland codified Ordinances.
PROGRAM NAME:
OBJECTIVES:
ACCOUNTS RECEIVABLE SECTION

Review and audit all customer billing transactions and perform required accounting duties of
the operating divisions.
ACTIVITIES:
Audit customer refunds; process certified collection receipts; reconcile bank statements and
process returned checks due to non-sufficient funds; Perform daily and monthly bank
reconciliations. Prepare month end billing activity reports for Water (CWD), Sewer and
Cleveland Public Power (CPP).
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION
To supervise all financial units of the Department of Public Utilities (including contracts and
compliance, payables, purchasing, budget, inventory, payroll, capital, etc.) in order to manage
financial controls and compliance, ensuring prudent financial management.
ACTIVITIES:
Provide timely, accurate, audible reporting of all financial transactions.
PROGRAM NAME:
OBJECTIVES:
CASH RECEIPTS AND REMITTANCE PROCESSING

To process water, sewer and electricity customer payments and mail deposit receipts in 24
hours.
ACTIVITIES:
Process all payments. Account for all activities in the Water and Cleveland Public Power billing
systems. Prepare bank deposits and funds for delivery to the City of Cleveland Treasurer.
Archive all payment stubs and payment information as required by law and regulations.
PROGRAM NAME:
OBJECTIVE:
CUSTOMER PAYMENT CENTER

The Customer Payment Center of the Division of Utilities Fiscal Control is responsible for
taking customer payments at the Carl B. Stokes Public Utilities Building at 1201 Lakeside
Avenue each business day.
ACTIVITIES:
Collect all over the counter payments. Balance all cash transactions at the end of each
business day. Over the counter payments are uploaded into CWDs Customer Care & Billing
system and CPPs Banner billing system each night.
PROGRAM NAME:
OBJECTIVES:
GENERAL ACCOUNTING SECTION

Compile financial reports for the Department of Public Utilities. Comply with all reporting
requirements set by the State of Ohio and the Governmental Accounting Standards Board
(GASB).
ACTIVITIES:
Monitor all financial transactions, i.e. bill payments, revenue, expenditures and miscellaneous
receipts. Account for all cash and currency as required by City of Cleveland ordinance. Verify
that all cash and currency are remitted to the City of Cleveland Treasury. Perform all
accounting functions. Prepare financial statements and operational reports for the divisions
of Water, Water Pollution Control and Cleveland Public Power.
February 1, 2016

372
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
2014
Actual
2,279,363
2015
Unaudited
3,033,102
2016
Budget
3,387,036
17,675
18,850
27,825
3,964,177
29,450
16,328
16,328
Separation Payments
48,214
60,603
13,268
40,000
Overtime
31,300
60,975
54,878
55,000
Benefits
Hospitalization
2,376,552
3,189,859
3,499,335
4,088,627
266,198
376,640
524,443
715,564
420
Prescription
63,142
85,219
105,599
147,969
Dental
18,424
27,407
28,587
39,672
2,606
3,590
4,591
4,920
314,753
427,492
474,338
574,249
Vision Care
Fica-Medicare
30,198
42,614
48,229
59,292
28,569
33,279
27,107
35,766
1,680
2,170
2,450
3,588
1,080
1,290
Life Insurance
Clothing Allowance
Travel
900
725,990
998,411
7,581
1,838

2,213
1,217,325
1,584,523
9,000
6,338
2,490
1,882
7,000
86
5,871
7,247
3,135
7,000
19,790
11,575
5,102
23,000
3,275
50,458
11,434
250,000
Freight Expense
150
585
2,161
2,420
2,820
2,000
57,411
37,442
20,926
15,000

Other Contractual
Office Supplies
Postage
Computer Supplies
Computer Hardware
Computer Software
62,847
90,471
35,766
267,000
4,585
449
6,000
719
1,000
12,197
1,425
5,000
11,564
21,464
4,000
669
37,717
10,000
Other Supplies
585
399
569
2,000
February 1, 2016

373
2013
Actual
2014
Actual
13,056
$
Maintenance
20,000
48,487
48,000
5,000
93,497
46,026
125,000
174,064
10,464
93,497
220,090
130,000
833
86,265
Capital Outlay
Computer Hardware
8,327
39,829
Indirect Cost
2016
Budget
10,464

17,966
43,374
2015
Unaudited
94,840
137,025
1,322,521
86,265
95,673
137,025
1,322,521
19,491
14,246
12,876
14,124
19,491
14,246
12,876
14,124
800
50,000
Other Equipment
162,598
800,000
120,000
800
162,598
120,000
850,000
3,345,573
4,696,157
5,296,006
8,327,795
Revenues
2013
Actual
3,395,000
Miscellaneous
Non Operating Other/Other
$
2014
Actual
$
2015
Unaudited
4,505,989
2016
Budget
5,389,100
7,880,000
25,683
25,669
120,000
3,096
3,077
4,147
2,000
147
328
214
3,423,925
4,535,064
5,393,462
8,002,000

$ (000)
9000.
680 - Capital
8000.
670 - Intrdept Chg
7000.
660 - Claims
6000.
650 - Maintenance
5000.
640 - Materials
4000.
630 - Contractual
3000.
620 - Oth Trng

515 - Benefits
2000.
510 - Salaries
1000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

374
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Administrative Bureau Manager
40,314.82
136,049.25
Assistant Director
36,590.39
146,639.64
30,214.95
107,006.06
Utilities Comptroller
26,273.96
92,066.54
22,050.00
52,504.47
1
Chief Clerk
Head Storekeeper
17.85
24.24
Principal Cashier
14.66
24.95
Principal Clerk
14.88
21.12
Senior Cashier
12.57
21.23
Senior Clerk
12.47
17.43
Stock Clerk
13.11
19.16
Storekeeper
16.66
21.82
20
19
23
PROFESSIONALS
2
Accountant I
14.39
21.23
Accountant II
14.88
23.30
Accountant III
15.48
25.84
Accountant IV
20,800.00
61,213.89
Accountant Supervisor
23,647.11
74,729.73
27,193.55
115,424.36
20,800.00
58,499.94
20,800.00
58,564.01
Auditor
20,800.00
60,614.58
Budget and Management Analyst
20,800.00
57,473.28
Buyer
20,800.00
49,930.03
Chief Auditor
23,647.11
87,143.34
20,800.00
64,734.08
Fiscal Manager
23,647.11
87,143.34
Personnel Assistant
20,800.00
48,871.45
Project Director
22,333.40
82,706.96
February 1, 2016

375
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
26,273.96
80,628.83
Senior Internal Auditor
23,647.11
69,041.87
20,800.00
51,677.50
Warehouse Inventory Manager
22,333.40
82,706.96
37
39
40
13.47
19.37
TECHNICIANS
6
67
69
77
TOTAL FULL TIME
67
69
77
TOTAL DIVISION
February 1, 2016

376

DIVISION OF WATER
Alex Margevicius, Interim Commissioner

Division Of Water
Mission Statement
To provide a reliable supply of high quality water and customer services to promote public
health and safety, economy, and quality of life of Greater Cleveland.
The Division of Water (CWD) was created in 1853 and charged with the responsibility of taking in and treating lake
water, pumping and distributing potable water and providing related water services to customers within its
service areas.
The Division of Water operates a major public water supply system, which services not only the City of Cleveland,
but also approximately 79 suburban municipalities in Cuyahoga, Geauga, Lake, Medina, Portage, and Summit
counties. The present service area covers about 680 square miles of which 593 square miles are for core services
while 87 square miles are provisional emergency feed areas. CWD serves more than 1.4 million people. The City is
empowered to establish rates and collect charges for the service provided by its Water Division, to acquire
property and construct facilities to provide water services throughout the greater Cleveland service area and to
perform other necessary functions with respect to the operation and maintenance of the water works system.
The Division of Water is a self-supporting regional utility.
The Division of Water draws raw water from four intake tunnels in Lake Erie, chemically treats and disinfects the
water, passes it through mixing and settling basins and then sand and gravel filters so that it becomes potable,
and pumps it into reservoirs, storage towers, tanks and distribution lines. These services are provided to all of
greater Cleveland, with approximately 50% of the water to industrial and commercial users and the remaining
50% to residential users.
The Division of Water maintains and operates four treatment plants, five major pumping stations, eleven
secondary pumping stations, twenty one storage facilities, and about 5,200 miles of water mains in four different
pressure zones which are determined by elevation above and distance away from the lake. The City of Cleveland
has recognized that a viable public water supply system is essential to the social and economic growth of a
metropolitan city. If the City and surrounding areas are to grow it is necessary for the area to have an adequate,
economical and sustainable public water supply.
PROGRAM NAME:
OBJECTIVES:
CAPITAL
To upgrade and improve the water treatment and delivery system.
ACTIVITIES:
Utilize engineering staff to design and undertake capital projects. Continue a multi-year,
ongoing Capital Improvement Program to sustain aging infrastructure.
PROGRAM NAME:
OBJECTIVES:
WATER OPERATIONS
To provide potable water and related water services to customers in the Greater Cleveland
service areas.
ACTIVITIES:
Take in and treat lake water, pump and distribute potable water. Install and read meters to
determine customer usage. Make service calls for system maintenance.
February 1, 2016

DIVISION OF WATER
377
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
49,745,808
2015
Unaudited
46,907,012
2016
Budget
46,743,342
54,737,924
30,646
1,902
885
899
Part-Time Permanent
64,056
52,849
54,872
63,369
Injury Pay
26,176
7,083
10,210
Student Trainees
45,601
14,459
16,281
35,404
450,550
448,425
421,125
452,850
2,000
419,692
245,750
671,600
573,849
614,451
600,000
500
4,723,206
4,972,852
4,466,985
4,600,000
Military Leave
Longevity
Wage Settlements
Separation Payments
Bonus Incentive
Overtime
Benefits
Hospitalization
55,731,399
53,397,107
52,604,562
60,489,547
8,171,815
8,013,607
8,679,647
10,906,393
2,020
1,581,387
1,471,507
1,628,772
2,069,016
575,349
527,870
475,265
589,860
65,006
59,523
55,231
74,072
7,452,625
7,388,101
7,223,401
8,384,537
711,539
693,574
692,583
877,098
1,725,295
1,975,623
1,658,826
1,493,708
Life Insurance
41,857
38,345
36,643
51,072
52,098
64,805
57,677
100,000
219,918
198,980
203,969
234,860
6,860
7,930
7,410
8,720
102,720
101,450
102,955
140,130
Prescription
Dental
Vision Care
Fica-Medicare
Clothing Allowance
Tool Insurance
Travel
20,708,490
20,541,314
20,822,376
24,929,466
12,653
22,175
27,086
87,600
4,180
18,410
30,482
124,592
2,203
5,899
379
26,575
300
179,486
167,217
164,574
212,077
Utilities
Brokered Gas Supply
Cellular Servicess
Sewer-Other
198,521
213,702
222,521
451,144
523,561
630,344
485,707
500,279
19,440
3,303,653
2,971,924
2,796,387
3,968,500
February 1, 2016

378

DIVISION OF WATER
2013
Actual
Telephone
2014
Actual
2015
Unaudited
2016
Budget
1,609,700
1,458,132
924,230
1,400,000
Water
110,000
100,000
66
100,000
Gas
617,035
630,945
554,389
571,021
13,328,099
15,307,733
15,934,438
16,412,471
4,233,207
3,733,068
4,722,248
5,572,252
36,246
31,237
45,882
45,000
Electricity - Cpp
Electricity - Other
Steam
23,761,501
24,882,823
25,463,347
28,569,523
7,504,678
7,695,618
8,964,915
9,270,965
523
316
74
1,238
181,713
162,434
226,797
177,250
130,000
3,936
2,803
2,920
3,390
131,827
133,316
128,552
131,000
11,000
35,701
141,904
148,344
Equipment Rental
387,446
392,004
543,458
942,970
Other Contractual
1,362,117
3,399,380
2,352,146
3,877,056
69,000
78,000
64,000
70,000
Bank Service Fees
78,219
114,356
107,441
20,000
1,196,905
1,229,520
1,476,828
1,500,000

Program Promotion
Taxes
Property Rental

Office Supplies
Postage
10,927,362
13,243,448
14,009,034
16,272,213
288
2,760
1,389,926
1,432,553
1,704,717
1,800,000
Computer Supplies
16,031
4,638
11,620
90,550
Computer Hardware
94,739
179,574
436,420
761,900
Computer Software
69,390
17,096
125,637
992,995
190,344
114,030
75,977
173,200
5,750,750
6,948,876
4,878,788
6,923,400
Salt & De-Icer
13,188
13,003
26,443
31,744
Clothing
15,437
1,380
5,484
11,900
201,629
152,719
249,364
285,038
Small Equipment
109,602
100,771
202,943
479,584
14,188
28,667
47,983
32,950
Electrical Supplies
231,739
263,032
367,615
356,950
142,244
116,842
118,280
122,654
Motors And Pumps
22,675
23,716
121,312
181,200
Laboratory Supplies
170,566
197,129
225,510
361,200
Fuel
Chemical
February 1, 2016

DIVISION OF WATER
379
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
800
55,425
60,472
67,397
120,719
598,648
409,572
399,384
657,384
46,846
53,356
48,016
77,970
26,826
16,451
89,598
102,241
1,997,067
1,835,152
1,921,716
2,252,200
155,222
205,822
224,487
259,820
Other Supplies
Safety Equipment

Maintenance
11,312,482
12,174,851
11,348,980
16,079,159
460
6,550
334,966
308,816
285,339
598,000
557,814
474,412
387,427
953,490
3,019,910
1,947,852
2,999,265
3,222,810
47,375
158,095
88,774
247,900
1,850
1,845
780,926
25,500
14,816,084
15,724,784
19,664,920
18,352,038
348,396
428,776
603,203
627,000
657,866
492,149
733,364
951,866


Court Costs
19,784,721
19,536,729
25,543,218
24,985,154
759
51
1,632
2,000

Indirect Cost
Charges From General Fund
483,771
493,536
501,675
600,000
2,654,595
2,675,107
4,084,479
4,020,784
3,139,124
3,168,694
4,587,786
4,622,784
750
1,799
2,304
926,921
1,000,287
1,302,245
1,012,456
Charges From Utilities Admin
1,403,906
1,870,656
2,142,720
3,247,012
Charges From Fiscal Control
2,557,000
3,244,282
3,880,080
5,673,600
164,214
292,497
171,777
333,008
78,861
31,314
106,270
105,500
212,991
220,053
183,184
200,948
2,771,354
3,041,107
2,406,926
2,380,979
152,350
340,130
172,833
250,000
57,879
67,544
56,936
71,000

Charges From W.P.C.
Charges From M.V.M.
Interfund Subsidies
8,326,227
10,109,668
10,425,275
13,274,503
683
683
February 1, 2016

380

DIVISION OF WATER
2013
Actual
Capital Outlay
Infrastructure
2014
Actual
2015
Unaudited
2016
Budget
16,500,000
11,100,000
Building Betterments -Existing
6,400,000
Computer Software
850,000
Computer Hardware
2,506,300
Motorized Equipment
1,096,000
Automobiles
377,000
Trucks
2,398,000
Machinery, Tools, Instruments
1,577,000
Other Equipment
2,716,425
17,745,542
40,550,488
63,844,323
Transfer To Water Capital Proj

Debt Service
Professional Srvcs-Debt Srvc
17,745,542
40,550,488
63,844,324
45,520,725
652,180
668,689
588,352
1,000,000
Principal
46,684,332
48,194,976
48,693,860
48,438,021
Interest
35,587,084
32,913,804
30,493,848
31,360,349
82,923,596
81,777,469
79,776,060
80,798,370
20,077
20,077
254,558,966
279,616,370
308,648,168
315,992,588
Revenues
2013
Actual
2014
Actual
272,459,811
2015
Unaudited
285,638,226
2016
Budget
294,392,332
298,864,860
Grant Revenue
69,450
Licenses & Permits
92,879
152,081
230,515
250,000
1,057,237
2,059,841
176,934
10,150
13,999
12,735
48,741
303,325
300,602
403,550
375,000
Miscellaneous
Sale Of City Assets
Transfers In
$
February 1, 2016
273,996,700
288,150,749
295,264,808
299,500,000

DIVISION OF WATER
381
Division of Water
690 - Debt Svc
$ (000)
350000.
680 - Capital
675 - Subsidies
300000.
670 - Intrdept Chg
250000.
660 - Claims
650 - Maintenance
200000.
640 - Materials
150000.
630 - Contractual
625 - Utilities
100000.
620 - Oth Trng

50000.
515 - Benefits
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

382

DIVISION OF WATER
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Administration Bureau Manager
40,314.82
136,049.25
Administrator of Engineering and Planning
30,214.95
115,924.76
Assistant Chief of Water Distribution
23,647.11
89,285.75
Assistant Director
36,590.39
146,639.64
Assistant Manager-App. Dev. and Technical Support
46,224.91
128,595.56
Assistant Water Plant Manager - Parma
10.00
34.11
Chief of Purification
23,647.11
89,285.75
Chief of Water Distribution
26,273.96
94,606.21
Commissioner of Water
45,201.46
212,221.20
65,000.00
105,625.89
Deputy Commissioner of Water
30,214.95
133,631.28
50,795.81
182,067.01
26,273.96
93,908.62
HR Program Plan and Management Administrator
26,273.96
84,984.86
Manager of Compensation and Classifications
27,325.56
87,664.94
Manager of Education and Research
27,325.56
96,798.67
23,647.11
80,438.24
Manager of Telecommunications
30,214.95
107,006.06
Manager of Water Distribution Systems
30,219.95
128,618.41
Network Data Center Operations Manager
55,000.00
117,737.72
Safety Programs Officer I
25,000.00
73,126.73
Secretary to Director of Public Utilities
36,590.00
178,000.00
Superintendent of Distribution
20,800.00
73,916.85
30,214.95
91,848.40
45
35
43
22,050.00
52,504.47
Customer Service Representative
12.15
18.57
4
125
89
124
Data Control Clerk
10.00
17.84
General Storekeeper
19.25
26.23
Head Storekeeper
17.85
24.24
16
15
19
Principal Clerk
14.88
21.12
Secretary
10.00
18.59
10
Senior Clerk
12.47
17.43
February 1, 2016
Chief Clerk

DIVISION OF WATER
383
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Storekeeper
16.66
21.82
Telephone Operator
10.00
17.99
174
129
172
14.39
21.23
PROFESSIONALS
0
Accountant I
Accounts Payable Manager
22,333.40
77,171.05
15
15
15
27,193.55
115,424.36
13
10
20,800.00
58,499.94
AMR Data Analyst
20,800.00
72,883.76
AMR Field Engineer
27,325.56
94,320.17
25
21
28
20,800.00
58,564.01
Assistant Director of Law I (s)
26,250.00
88,693.33
20,800.00
58,564.01
Assistant Security Manager
20,800.00
60,614.58
10
Associate Engineer
17.83
30.02
55,000.00
100,805.07
Chief Civil Engineer
23,647.11
87,143.34
Chief Miscellaneous Investigator
10.00
24.50
Chief of Laboratories
23,647.11
82,780.43
27,325.56
108,011.58
Chief Training Officer
26,273.96
72,945.53
12.02
24.50
11
10
Consulting Engineer
36,000.00
104,888.34
Contract Compliance Officer
26,273.96
72,945.53
39,937.34
118,853.53
30,214.00
87,813.65
20,800.00
64,734.08
20,800.00
59,870.58
Engineer
22.78
36.56
Engineer of Hydraulic Surveys
29.11
30.70
Environmental Program Manager
45,000.00
89,875.90
Hazardous Materials Specialist
21.63
35.00
Information Systems Coordinator
21,851.00
82,183.44
IT Security Officer
30,215.00
80,801.77
IT Telecommunications Technician II
44,803.00
79,867.88
Labor Relations Officer
27,325.56
85,577.88
10
Miscellaneous Investigator
15.35
19.57
February 1, 2016

384

DIVISION OF WATER
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Network Analyst I
14.52
37.08
Network Analyst II
30,214.00
97,709.06
Office Manager
20,800.00
51,170.01
10
10
Personnel Assistant
20,800.00
48,871.45
10
Project Coordinator
27,325.56
99,702.63
16
13
13
Project Director
22,333.40
82,706.96
Regulatory Compliance Manager
50,000.00
94,970.71
Safety Programs Manager
30,214.95
91,848.40
26,273.96
80,628.83
20,800.00
51,677.50
20,800.00
42,414.34
Software Analyst
45,000.00
89,875.90
Supervisor Applications Development
39,937.34
94,166.89
Supervisor of Systems and Technical Support
55,000.00
93,199.31
11
Systems Analyst
20,800.00
63,677.78
Talent Development Specialist
20,800.00
80,386.51
15
14
18
Unit Supervisor
23.06
24.46
22,333.40
82,706.96
Water Business Plan Assistant Manager
22,333.40
82,706.96
Water Business Plan Manager
27,325.56
99,702.63
Water Plant Manager
23,647.11
100,519.11
Web Developer
30,215.00
90,533.02
224
178
225
23,647.11
69,041.87
10.00
24.50
23,647.11
93,423.65
14.16
21.96
PARA-PROFESSIONALS
1
Claims Examiner
1
PROTECTIVE SERVICES
Security Manager
55
47
55
Security Officer
56
47
55
SKILLED CRAFT
Asbestos Worker
45.40
56.75
12
11
12
Assistant Water Plant Manager
10.00
34.11
Bricklayer
38.25
47.81
Bricklayer Foreman
39.50
48.56
Bricklayer Helper
25.96
38.94
February 1, 2016

DIVISION OF WATER
385
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Carpenter
37.88
47.35
Carpenter Unit Leader
39.13
48.50
Cement Finisher
38.24
47.80
Cement Finisher Unit Leader
39.49
48.55
19.80
20.64
13
10
14
38.92
49.75
38.80
49.60
14
13
14
Electrical Worker
45.60
57.00
Ironworker
42.65
53.31
Machinist Unit Leader
14.28
25.77
Painter
33.24
41.55
Painter Foreman
34.49
42.55
Pipefitter
46.70
58.37
Plumber
45.98
57.48
Sheet Metal Worker
47.59
59.49
38
37
40
Water Plant Operator I
20.28
21.14
18
12
16
Water Plant Operator II
21.72
22.62
Water System Construction Inspector Supervisor
20,800.00
64,449.34
Welder Fabricator
18.36
26.64
144
126
144
13
12
Custodial Worker
11.83
15.74
19.78
21.78
Ground Maintenance Man
16.86
18.86
11
10
Labor Foreman
21.32
23.32
18
15
27
Machinist
15.83
23.99
12
Machinist Helper
13.72
20.11
58
44
55
16.86
18.86
Small Equipment Repair Worker
12.26
21.02
27
24
29
Truck Driver
19.99
20.80
13
11
Water Hydraulic Repairman
18.16
20.25
Water Hydraulic Supervisor
24.93
26.53
Water Hydraulic Unit Leader
22.11
23.53
Water Meter Department Supervisor
24.93
26.53
11
10
16
Water Meter Department Unit Leader
22.11
23.53
44
35
48
Water Meter Repairman
16.18
20.25
13
12
14
Water Pipe Repair Supervisor
25.85
27.51
February 1, 2016

386

DIVISION OF WATER
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
29
25
34
Water Pipe Repair Unit Leader
22.49
23.94
97
86
102
Water Pipe Repairman
16.44
21.68
13
Water System Construction Inspector
18.97
25.31
378
300
387
TECHNICIANS
Accident and Safety Inspector
21.49
23.49
Chemist
18.49
28.21
Chief Radio Dispatcher
23.34
24.78
Computer Operator
10.00
24.50
Instrumentation Technician II
22.81
25.13
Laboratory Assistant
10.00
20.27
24
21
22
Meter Reader
15.53
20.25
13
14
Meter Reader Collections
15.53
19.27
Meter Reader Commercial
15.53
19.27
Meter Reader Investigation
15.53
19.27
Meter Reader Machine
15.53
19.27
Meter Reader Supervisor
23.03
24.44
Quality Assurance Analyst
10.00
28.77
19
14
19
Radio Dispatcher
17.33
22.05
Senior Chemist
17.61
24.50
Senior Draftsman
11.69
20.83
Senior Programmer Analyst
23,647.11
71,459.83
Telecommunications Analyst I
14.53
44.60
108
85
103
1,131
902
1,130
TOTAL FULL TIME
TOTAL PART TIME
TOTAL SEASONAL
TOTAL STUDENT ASSISTANT
1,138
905
1,138
February 1, 2016
TOTAL DIVISION

387
Rachid F. Zoghaib, Commissioner

Mission Statement
Provide services that sustain the free-flow of surface water through cleaning and maintaining a
network of sewers and sewer connections.
The Division of Water Pollution Control manages the sanitary sewage, stormwater drainage, and combined
collections systems in the City of Cleveland. The Division is responsible for the network of sewers conveying
sanitary sewage and industrial waste in the City of Cleveland from their point of origin to an interceptor sewer or
treatment facility for processing.
Water Pollution Control is responsible for cleaning and maintaining a network of 1,436 miles of sewer lines,
approximately 43,000 catch basins and adjoining laterals, and 15 pump stations. The Division is also charged with
managing and supervising the elimination, control or regulation of any matter relating to pollution of water
courses within the City limits.
Water Pollution Control has expanded services by extending regular business days, and the Division continues to
upgrade service equipment to insure adequate resources are available to address sewer concerns. The Division
has established a preventive maintenance program in known flooding areas to eliminate potential street and
basement flooding problems before they occur. As the storm water agent for the City of Cleveland, Water
Pollution Control has established storm water best management demonstration projects at its Kirby Avenue
headquarters to test alternatives to divert storm water from entering combined sewer systems.
PROGRAM NAME:
OBJECTIVE:
CAPITAL
Maintain and improve the main sewers, pump stations, connections and appurtenances.
ACTIVITIES:
Purchase and repair motorized equipment related to preservation of the sewer system.
Construct new storm water storage facilities, relief sewers, replacement sewers and pump
stations.
PROGRAM NAME:
OBJECTIVE:
MAINTENANCE OPERATIONS
Maintain the free-flow of sanitary and clear water through elimination of potential blockages
and conditions that could result in loss of service, personal injury or property damage.
ACTIVITIES:
Remove debris in right of ways and flush potential blockages. Clean catch basins, main
sewers, house connections, and other appurtenances of the system. Repair damaged main
sewers, catch basins, manholes and connections within the limits of the pavement. Repair,
maintain and replace sewer pump stations and appurtenances. Conduct preventive
maintenance in known flooding areas through personal or remote televised inspections.
PROGRAM NAME:
OBJECTIVE:
MARKETING
Provide Public Education and Community Participation
ACTIVITIES:
Work with various groups and organizations, school systems, environmental fairs and other
media events to educate the public on important issues regarding services we provide to the
public, environmental issues impacting the use of the sewer system such as, the Stormwater
Phase II regulations.
PROGRAM NAME:
OBJECTIVE:
PERMITS AND INSPECTION

To address customer concerns relative to street and basement flooding; maintain accurate
sewer records and verify that construction of sewer connections meet the standards of the
division.
ACTIVITIES:
Respond to flooding complaints. Inspect construction of sewers. Identify, measure and record
the location of new and existing lateral connections.
February 1, 2016

388
PROGRAM NAME:
OBJECTIVE:
TEST TEE PROGRAM

To provide an improved level of service to our customers by determining if a problem exists
in the Citys portion of the sewer connection or the customers, without cost to the customer.
ACTIVITIES:
Investigate sewer connections from existing test tee to the main sewer. Install test tees in the
treelawn and investigate sewer connections from test tee excavation to the main sewer.
February 1, 2016

389
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
6,629,127
2015
Unaudited
6,494,024
2016
Budget
5,927,621
7,171,259
17,512
Part-Time Permanent
48,398
26,968
22,905
50,000
Injury Pay
13,622
10,537
1,542
Longevity
57,175
57,300
51,225
53,075
56,884
28,054
35,000
80,776
40,439
42,542
200
200
800
208,918
347,166
228,595
250,000
Wage Settlements
Separation Payments
Bonus Incentive
Overtime
Benefits
Hospitalization
7,038,216
7,033,518
6,320,796
7,559,334
1,094,228
1,098,441
1,150,216
1,464,393

Prescription
Dental
Vision Care
Fica-Medicare
283
192,100
182,282
195,366
277,100
73,991
70,632
60,367
82,218
8,960
8,590
6,919
9,970
940,733
969,517
883,312
1,095,262
96,879
97,671
87,833
105,361
533,499
611,880
404,584
448,095
5,692
5,438
4,949
7,064
23,386
Clothing Allowance
21,511
23,162
24,040
27,195
1,880
2,140
2,690
2,430
33,575
33,820
37,693
20,975
Life Insurance
Tool Insurance
Travel
3,026,716
3,103,573
2,857,969
3,540,063
1,621
925
5,298
7,500
1,740

Utilities
Brokered Gas Supply
1,438
2,035
2,500
3,957
116
3,500
9,673
12,980
10,835
12,000
13,034
19,300
18,284
25,500
48,162
66,430
53,325
54,916
Sewer-Other
1,045
591
5,000
Telephone
1,809
Water
Gas
Electricity - Cpp
Electricity - Other
$
26,059
22,027
4,244
27,964
20,751
19,577
20,164
217,528
237,171
240,938
248,167
45,975
42,065
48,316
57,013
339,629
393,522
386,583
389,504
February 1, 2016

390
2013
Actual
Court Reporter
2014
Actual
539,549
397
2015
Unaudited
252,535
2016
Budget
478,723
1,443,000
14,516
12,347
1,068
15,000
Program Promotion
42,243
23,470
37,012
40,000
2,805
3,334
3,195
3,500
Property Rental
28
107
107
110
Equipment Rental
61,200
1,500
Other Contractual
6,121
14,807
67,805
144,600
14,000
14,000
14,000
15,000
Bank Service Fees
1,597
1,725
1,811
15,000
2,343
860
1,305
2,200

Office Supplies
623,598
323,184
666,234
1,679,910
98
Computer Supplies
Computer Hardware
Computer Software
1,847
1,847
2,500
62,234
316
25,000
784
180
2,500
5,756
1,159
10,000
14,766
23,198
30,506
30,000
6,211
4,114
4,751
5,000
5,587
5,879
7,500
838
5,193
5,000
Other Supplies
27,468
16,973
25,681
20,000
Safety Equipment
61,848
64,522
91,579
80,000
Clothing
Small Equipment

Maintenance
5,380
5,811
2,396
5,000
258,975
279,089
229,619
252,500
181
1,475
180
2,000
443,603
405,207
397,631
447,000
1,250
7,500
2,500
5,879
5,000
3,847
8,353
49,603
65,000
2,000
1,500
449,335
363,565
440,284
425,000
1,117,467
1,419,396
1,089,516
1,400,000
February 1, 2016
1,573,899
1,793,813
5,000
$
1,590,281
1,904,000

391
2013
Actual
45,293
Other Refunds & Adjustments
2016
Budget
9,370
464,522
499,603
454,310
$
2015
Unaudited
85,622
Indirect Cost
2014
Actual
65,000
1,000
1,021,267
917,780
550,144
1,030,637
10,345
983,780
20,219
18,043
25,915
26,238
242,608
259,841
297,600
573,931
249,000
450,609
538,900
788,000
37,104
63,466
32,962
70,610
2,538,339
2,440,576
3,912,258
3,150,000
20,781
28,604
23,164
25,410
363,188
406,551
295,212
306,695
4,950
34,275
81,100
250,000
2,208
2,622
4,451
6,000
Charges From Water

Charges From M.V.M.
Capital Outlay
Computer Software
3,478,398
3,704,587
5,221,908
5,196,884
3,295
25,000
Computer Hardware
Transfer To Wpc Capital Proj
Debt Service
Principal
175,000
3,774,271
6,749,805
6,270,690
1,700,300
3,774,271
6,753,100
6,270,690
1,900,300
524,794
545,579
514,814
2,775,295
606,850
606,850
554,438
2,805,295
214,069
214,069
21,417,816
24,686,798
25,529,519
26,431,570
Interest
82,056
61,272
39,624
30,000
Revenues
2013
Actual
Grant Revenue
22,342,308
2014
Actual
$
2015
Unaudited
21,035,348
2016
Budget
23,898,629
26,080,400
52,222
303,406
179,441
213,562
300,000
Miscellaneous
92,735
83,712
1,209
1,170
57,549
53,566
51,665
50,000
Licenses & Permits
22,848,220
21,352,067
24,165,066
26,431,570
February 1, 2016

392

699 - Exp Recovery
$ (000)
30000.
690 - Debt Svc

680 - Capital
25000.
670 - Intrdept Chg

660 - Claims
20000.
650 - Maintenance
15000.
640 - Materials
630 - Contractual
10000.
625 - Utilities
620 - Oth Trng
5000.
515 - Benefits
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

393
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
30,214.95
115,924.76
30,214.95
107,006.06
Commissioner of Water Pollution Control
40,314.82
136,049.25
Deputy Commissioner of Water Pollution Control
30,214.95
107,006.06
26,273.96
93,908.62
23,647.11
80,438.24
25,000.00
73,126.73
Superintendent of Sewer Maintenance
20,800.00
76,867.55
7
Chief Clerk
22,050.00
52,504.47
12.15
18.57
Data Control Clerk
10.00
17.84
Head Storekeeper
17.85
24.24
Senior Clerk
12.47
17.43
Stock Clerk
13.11
19.16
Storekeeper
16.66
21.82
11
Accountant I
14.39
21.23
27,193.55
115,424.36
20,800.00
58,499.94
20,800.00
58,564.01
26,250.00
88,693.33
Assistant Manager Of Marketing
20,800.00
58,564.01
20,800.00
57,473.28
Associate Engineer
17.83
30.02
Budget and Management Analyst
20,800.00
57,473.28
23,647.11
87,143.34
12.02
24.50
Consulting Engineer
36,000.00
104,888.34
30,214.00
87,813.65
GIS/IS Coordinator
52,000.00
96,652.20
Network Analyst II
30,214.00
97,709.06
Personnel Assistant
20,800.00
48,871.45
Project Director
22,333.40
82,706.96
30,214.95
91,848.40
PROFESSIONALS
February 1, 2016

394

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Systems Analyst
20,800.00
63,677.78
Unit Supervisor
23.06
24.46
27
12
18
SKILLED CRAFT
Bricklayer
38.25
47.81
Bricklayer Helper
25.96
38.94
Const. Equipment Operator Group A
38.92
49.75
Const. Equipment Operator Group B
38.80
49.60
Electrical Worker
45.60
57.00
Heavy Duty Mechanic
15.75
26.65
Heavy Duty Unit Leader
23.85
33.07
Machinist
15.83
23.99
Machinist Unit Leader
14.28
25.77
19
13
19
Custodial Worker
11.83
15.74
19.78
21.78
House Connection Inspector
15.39
19.84
Machinist Helper
13.72
20.11
16.86
18.86
Sewer Construction & Maint. Operations Supervisor
25.45
27.08
11
14
Sewer Maintenance Unit Leader
22.06
23.53
14
13
14
Sewer Maintenance Unit Leader Operator
23.18
24.66
50
48
60
Sewer Service Man
18.16
20.25
93
83
107
17.33
22.05
162
123
162
TOTAL FULL TIME
TOTAL SEASONAL
TOTAL PART TIME
166
124
166
TOTAL DIVISION
TECHNICIANS
February 1, 2016
Radio Dispatcher WPC

395
Ivan L. Henderson, Commissioner

Mission Statement
To provide reliable and economical electric service to all electric customers in the City of
Cleveland.
The Division of Cleveland Public Power is responsible for all electric generation, transmission, and distribution
facilities owned by the city. The Division provides electricity to about 77,000 residential, commercial, industrial,
and governmental customers. In addition, the Division provides service to over 67,000 streetlights in the City of
Cleveland.
The Division purchases power from numerous sources, which includes American Electric Power, AMP, and New
York Power Authority, and obtains transmission services through the Midwest ISO and the PJM Interconnection. In
addition, the division uses its three 15 mW gas turbines and six 1.8 mW gas peaking turbines to provide for its
customers' requirements. Wholesale power is brought into the system via the Division's four 138 kV
interconnections. The interconnections are located at the Division's Lake Road Substation, Nottingham
Substation, Pofok Substation, and the Ridge Road Substation.
Cleveland Public Power is currently undergoing a Capacity Expansion Program that will extend the southern
portion of CPP's transmission system and improve CPP's system reliability and ability to serve future load growth
opportunities.
PROGRAM NAME:
OBJECTIVES:
CLEVELAND PUBLIC POWER OPERATIONS

To generate, transmit and distribute electricity and to provide effective street lighting.
ACTIVITIES:
Purchase power wholesale from diversified sources. Generate electricity from CPPs gas
turbines and other potential sources. Distribute electricity through neighborhood
substations Provide and maintain effective street lighting. Respond to emergency calls 24
hours a day with trouble crews.
PROGRAM NAME:
OBJECTIVES:
CLEVELAND PUBLIC POWER OPERATIONS CAPITAL

To reinforce and expand current systems through capital improvements.
ACTIVITIES:
Connect new customers to the electrical system. Make improvements to land, buildings, and
structures. Purchase and repair motorized equipment related to upkeep of electrical
generation, transmission and distribution facilities.
February 1, 2016

396
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
Part-Time Permanent
Injury Pay
Student Trainees
Longevity
Wage Settlements
Separation Payments
Bonus Incentive
Overtime
Benefits
Hospitalization
2014
Actual
18,067,220
2015
Unaudited
15,392,742
2016
Budget
15,786,392
16,487,539
287,717
5,679
34,493
6,730
1,326
8,045
234,937
166,247
297,249
137,050
135,875
117,600
128,050
286,921
73,868
50,000
269,878
137,412
235,302
175,000
400
800
1,540,427
1,612,749
1,809,137
1,600,000
20,309,021
17,802,361
18,203,070
18,772,331
2,489,587
2,203,390
2,410,936
2,797,938
446
Prescription
528,049
440,844
544,967
562,499
Dental
175,362
142,871
137,866
152,064
18,733
15,396
14,614
16,851
2,705,993
2,449,688
2,538,078
2,587,013
Fica-Medicare
254,083
227,892
239,242
251,919
751,153
1,048,509
479,796
274,231
12,916
10,772
10,339
12,700
4,434
19,337
5,595
12,500
140,650
137,845
147,150
124,700
3,300
2,750
3,300
3,300
83,736
80,180
74,900
72,300
Vision Care
Life Insurance
Clothing Allowance
Tool Insurance
Travel
7,168,442
6,779,473
6,606,782
6,868,015
19,106
16,422
13,779
31,500

Utilities
Brokered Gas Supply
Telephone
Water
Gas
Electricity - Other
February 1, 2016
44,534
3,540
37,304
36,860
316
84,386
39,080
44,708
28,500
148,025
59,357
95,791
96,860
193,312
169,469
130,976
134,905
78,974
23,900
28,059
74,675
205,973
34,456
25,100
25,750
79,400
55,755
90,299
93,008
1,688,241
1,674,847
1,719,741
2,029,295

397
2013
Actual
Steam
2014
Actual
55,397
2015
Unaudited
43,935
2016
Budget
51,048
69,958
2,301,298
2,002,362
2,045,223
2,427,591
2,407,003
2,635,718
2,246,821
2,960,819
Court Reporter
5,206
57
Waste Disposal
15,000
54,955
73,604
35,459
27,747
40,000
121,074
111,268
61,356
200,000
1,393
1,450
1,655
2,000
510,475
560,102
669,336
625,000
278
46
500
307,161
292,204
268,884
293,300
Equipment Rental
10,638
17
15,040
Other Contractual
452,816
620,056
6,354,955
850,000
15,000
15,000
17,000
15,000
Bank Service Fees
19,254
19,910
33,159
45,000
555,848
598,886
694,816
575,000

Program Promotion
Taxes
Property Rental

Office Supplies
Postage
4,474,544
4,910,274
10,445,826
5,606,619
358
406,614
442,402
456,647
460,000
Computer Hardware
2,248
29,745
76,076
120,000
Computer Software
15,285
40,755
2,892
80,439
120,249
127,500
Purchased Power
93,980,888
96,041,864
80,916,153
110,903,000
Power Transmission Costs
11,242,584
13,162,760
14,482,732
10,426,000
CapacityCharges
850,027
7,083,335
21,834,447
14,429,000
Heavy Truck Parts
16,171
Clothing
12,247
12,849
7,251
7,500
54,470
95,289
140,479
85,000
Small Equipment
15,687
65,713
145,145
25,000
2,926
990
6,537
269,151
746,558
383,991
675,000
19,239
28,882
23,349
20,400
276
1,905,943
86,603
100,304
73,960
334,010
172,914
248,366
165,000
2,936
Fuel

Electrical Supplies
Other Supplies
Safety Equipment
Motor Oil & Lubricants
February 1, 2016

398
2013
Actual
Batteries
Capital Improvement Inventory
Paving Material
Maintenance
2014
Actual
2015
Unaudited
2016
Budget
172
2,151,449
3,725,188
3,513,205
4,750,000
17,641
21,404
14,803
3,000
124,405
30,398
6,083
25,000
72,536
2,935
111,480,919
121,868,088
122,497,988
142,295,360
9,500
10,637
343,018
27,145
40,839
104,058
5,000
10,895
54,900
27,967
290,190
241,932
318,900
469,572
233,353
562,542
475,000
915,775
298,705
2,584,114
660,000
8,000
61,796
72,610
244,970
70,000

1,922,186
936,504
3,703,928
1,578,800
109,076
15,681
12,404
60,000
Indirect Cost
1,108,829
1,105,920
1,739,291
1,776,457
1,217,905
1,121,601
1,751,695
1,836,457
1,220
1,150
1,900
935,143
1,226,602
2,166,877
1,214,948
539,129
467,624
535,680
620,427
589,000
811,098
970,020
1,418,400
32,992
143,218
75,196
142,368
Charges From Water
432,244
426,953
1,555,437
450,730
Charges From W.P.C.
18,573
9,997
9,780
24,100
51,692
61,092
52,181
57,241
626,361
656,401
394,329
459,205
495
470
33,777
41,634
29,548
24,100
Charges From M.V.M.

Capital Outlay
Infrastructure
3,260,626
3,846,239
5,790,948
4,411,519
2,735,028
35,000
Building Betterments -Existing
453,972
Computer Software
700,000
Automobiles
235,000
February 1, 2016

399
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
Trucks
1,130,000
Other Equipment
50,000
4,074,005
5,086,813
8,657,458
Trans To Light&Power Cap Proj

Debt Service
Professional Srvcs-Debt Srvc
4,109,005
5,086,813
8,657,458
5,304,000
4,400
Principal
12,774,167
10,995,833
6,342,500
9,243,763
Interest
9,762,102
8,031,891
8,097,289
8,670,506
22,536,269
19,032,124
14,439,789
17,914,269
178,928,242
183,445,196
194,238,499
207,111,821
Revenues
2013
Actual
2014
Actual
171,050,584
2015
Unaudited
184,547,533
2016
Budget
195,534,416
204,050,000
Grant Revenue
763,980
29,700
Miscellaneous
1,117,528
3,098,549
209,527
6,821
216,840
2,801,048
3,068,039
3,000,000
51,937
35,499
71,171
55,000
(5,298,747)
(5,371,479)
(5,407,432)
Sale Of City Assets

Other Tax
$
167,902,122
185,140,851
192,475,721
207,111,821

690 - Debt Svc
$ (000)
250000.
680 - Capital
670 - Intrdept Chg
200000.
660 - Claims
650 - Maintenance
150000.
640 - Materials
630 - Contractual
100000.
625 - Utilities
620 - Oth Trng
50000.
515 - Benefits
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

400
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

2
30,214.95
115,924.76
Assistant Commissioner of Cleveland Public Power
27,325.56
125,945.67
Assistant Supt. Of Electric Transmission and Distribution
26,273.96
87,567.00
Chief of Street Lighting and Electrical Services
23,647.11
100,519.11
Commissioner of Cleveland Public Power
45,201.46
177,386.65
65,000.00
105,625.89
Deputy Commissioner of Cleveland Public Power
46,224.91
133,631.28
25,000.00
73,126.73
Supt. of Electrical Transmission and Distribution
50,000.00
102,337.75
Superintendent of Electric Trouble Operations
27,325.56
85,577.88
22
19
21
22,050.00
52,504.47
1
Chief Clerk
24
19
24
12.15
18.57
Principal Clerk
14.88
21.12
Senior Clerk
12.47
17.43
30
23
29
25.17
25.76
PARA-PROFESSIONALS
3
Junior Electric Switchboard Operator
PROFESSIONALS
1
Accountant IV
20,800.00
61,213.89
27,193.55
115,424.36
20,800.00
58,499.94
20,800.00
58,564.01
20,800.00
58,564.01
Chief Electric Transmission Operator
22,333.40
82,416.00
27,325.56
108,011.58
Consulting Engineer
36,000.00
104,888.34
Energy Marketing Manager
30,214.95
123,259.31
Project Coordinator
27,325.56
99,702.63
February 1, 2016

401
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Project Director
22,333.40
82,706.96
Safety Program Manager
30,214.95
91,848.40
26,273.96
80,628.83
Unit Supervisor
23.06
24.46
36
28
35
34,424.00
51,767.04
25.20
27.14
SKILLED CRAFT
0
Apprentice Cable Splicer III
12
Apprentice Lineman
Apprentice Lineman II
30,971.20
52,148.93
Apprentice Lineman III
34,798.40
52,148.93
Apprentice Lineman IV
30,971.20
52,148.93
Cement Finisher
38.24
47.80
Cement Finisher Unit Leader
39.49
48.55
38.92
49.75
38.80
49.60
Electric Transmission and Distribution Inspector
33.38
34.47
Electric Worker
45.60
57.00
Electrical Worker Foreman
46.85
58.56
Heavy Duty Mechanic
15.75
26.65
23.85
33.07
Line Clearance Man
26.19
26.76
Line Foreman
35.78
36.35
Lineman Leader
34.48
35.06
Low Tension Lineman
29.58
30.15
Painter
33.24
41.55
21
17
17
Senior Lineman
33.38
33.96
Transformer Repair Foreman
35.78
36.35
12
10
14
Trouble Line Worker
34.52
35.09
100
83
102
February 1, 2016

402

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Cable Foreman
35.78
36.35
Cable Splicer Helper II
12.62
24.24
Custodial Worker
11.83
15.74
Electric Meter Industrial Installer
31.59
32.16
Electric Meter Instrument Specialist and General Tester
31.94
32.52
Electric Meter Service Foreman
35.78
36.35
Electric Meter Service Installer I
29.43
30.57
Electric Meter Service Installer II
27.42
27.99
Electric Meterman Apprentice 2nd
14.55
24.52
Gas Turbine Mechanic
29.43
30.57
General Construction Foreman
33.41
35.41
Intern Apprentice
14.86
15.62
15
15
15
Line Helper Driver
19.95
26.23
16
14
16
Line Helper Driver II
20.80
23.72
Line Switchman
35.33
35.90
16.86
18.86
Senior Cable Splicer
33.38
33.96
Underground Conduit Foreman
35.78
36.35
81
69
82
TECHNICIANS
5
Dispatcher Electric System Operator
30.70
31.27
Meter Reader
15.53
20.25
Meter Reader Supervisor
23.03
24.44
Senior Draftsman
11.69
20.83
14
11
14
286
236
286
TOTAL FULL TIME
TOTAL PART TIME
14
11
14
TOTAL STUDENTS
301
247
301
February 1, 2016
TOTAL DIVISION

AIRPORT GENERAL OPERATIONS
403
Fred Szabo, Interim Director

Department
Airport General
of Port
Operations
Control
Mission Statement
To manage the City of Clevelands Airport and Waterfront properties in a safe, secure, efficient,
and courteous manner.
The Department of Port Control is responsible for the administration and control of all activities at Cleveland
Hopkins International and Burke Lakefront Airports as well as the use of City owned land along Lake Erie and the
Cuyahoga River.
Included in this responsibility are the planning, development and maintenance of airfields, terminal complexes
and all related facilities. The DPC manages the day-to-day operations at both airports; accepts and supervises the
expenditure of grants from the state and federal agencies. It sets and collects landing fees, rentals, concession
fees, and other airport related charges. The Department represents the City in negotioations for the airport related
contracts. Additionally, the Department is responsible for providing safe, efficient, friendly, and professional
service to the traveling public and other airport users.
The primary objectives of the Division of Cleveland Hopkins International and Burke Lakefront Airports will be to
maintain the airfields, terminals, and other structures for the safety and comfort of the traveling public and other
airport users, while keeping the cost increase at or below the rate of inflation. Planned capital improvements will
allow for improved safety and increased capacity of the airfields. Promotional and air service programs will be
continued to improve public awareness of airports functions; environmental programs will be implemented to
permit the greatest use of the airfields at the least discomfort to the surrounding residents.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATION AND PERFORMANCE MANAGEMENT

To provide administrative support to all divisions of the Department.
ACTIVITIES:
Oversee human resources, safety & risk management, organizational development,

performance management, and administrative services.
PROGRAM NAME:
OBJECTIVES:
BUSINESS DEVELOPMENT & MANAGEMENT

To provide business development and management services to Department tenants and
service providers.
ACTIVITIES:
Oversee concession contracts, property leases, property development projects, ground

transportation, and inventory control.
PROGRAM NAME:
OBJECTIVES:
BURKE LAKEFRONT AIRPORT-OPERATIONS

To maintain a safe and efficient airfield and facilities.
ACTIVITIES:
Oversee the daily operations of Burke Lakefront Airport, including airfield operations,
facilities maintenance, and custodial and Airport Rescue Fire Fighting.
PROGRAM NAME:
OBJECTIVES:
CLEVELAND HOPKINS INTERNATIONAL AIRPORT-OPERATIONS

To maintain a safe and efficient airfield and facilities.
ACTIVITIES:
Oversee the daily operations of the Cleveland Hopkins International Airport, including
airfield operations, grounds maintenance, building maintenance, custodial services, utilities
management, airport security, vehicle maintenance, and Airport Rescue Fire Fighting.
PROGRAM NAME:
OBJECTIVES:
DIRECTORS OFFICE
To provide general oversight and direction to the Department.
February 1, 2016

404
ACTIVITIES:
Oversee legislative and corporate

development, and legal support.
PROGRAM NAME:
OBJECTIVES:
PLANNING AND ENGINEERING

To provide oversight of all construction and environmental projects at the Airports.
ACTIVITIES:
Oversee capital planning, engineering, construction, real estate, environmental and noise
abatement activities.
PROGRAM NAME:
OBJECTIVES:
FINANCE AND PROCUREMENT

To provide financial management and procurement support services to all divisions of the
Department.
ACTIVITIES:
Oversee accounting, budgeting, auditing, financial analysis/reporting, and procurement

activities.
PROGRAM NAME:
OBJECTIVES:
INFORMATION TECHNOLOGY SERVICES

To provide information technology support services to airport users and Department
employees.
ACTIVITIES:
Oversee network planning, design, installation and maintenance as well as software systems
installation, maintenance, and integration.
PROGRAM NAME:
OBJECTIVES:
MARKETING AND AIR SERVICE DEVELOPMENT

To provide marketing, public relations, and air service development services to the public
and Departmental employees.
ACTIVITIES:
Oversee advertising, public relations, community relations, air service development, and
airport terminal support services.
PROGRAM NAME:
OBJECTIVES:
PLANNING
To provide for the future developments of the Airport system.
ACTIVITIES:
To mange the strategic direction of the Airport development and identify the infrastructure
needed to satisfy customer needs; managing environmental compatibility, and monitoring
and implementing applicable federal and state environmental incentives; and managing
digital information needs and identify infrastructure needed to maintain effective ecommerce.
February 1, 2016
affairs,
disadvantage/minority/female
business

405
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Seasonal
2014
Actual
18,693,124
553,405
Military Leave
2015
Unaudited
18,262,144
458,230
2016
Budget
18,099,456
665,572
19,565,383
896,509
3,161
1,724
2,804
3,000
96,539
142,902
145,361
106,329
Injury Pay
3,496
Longevity
134,450
138,925
136,050
138,675
Part-Time Permanent
Wage Settlements
Separation Payments
Bonus Incentive
Overtime
Benefits
Hospitalization
117,461
140,276
263,324
92,853
204,079
95,000
2,400
1,329,394
1,356,236
1,343,256
1,300,000
21,073,396
20,570,475
20,742,750
22,104,896
2,866,085
2,924,190
3,231,059
3,676,665
1,349
Prescription
660,102
621,572
702,101
796,280
Dental
208,928
196,056
179,738
204,648
21,810
20,398
18,578
22,145
Vision Care
2,797,537
2,852,440
2,827,557
2,962,849
Fica-Medicare
284,960
281,347
283,314
294,123
546,668
491,359
539,253
579,065
14,991
14,355
13,679
17,284
173,909
69,670
69,362
65,000
20,500
21,725
117,556
74,290
4,400
5,500
5,500
6,050
42,475
43,400
43,750
44,500
Life Insurance
Clothing Allowance
Tool Insurance
Travel
7,643,713
7,542,011
8,031,448
8,742,899
50,218
61,810
80,580
58,700
38,063
37,170
37,920
53,065
81,564
2,288
10,533
277,713
295,164
338,466
129,465

Utilities
Brokered Gas Supply
447,558
396,431
467,499
241,230
432,736
492,786
395,725
407,597
Telephone
409
10
600
Water
916,729
930,950
641,856
920,834
Gas
230,397
172,511
202,992
209,082
Electricity - Cpp
235,084
242,301
255,580
263,247
3,782,912
3,611,122
4,153,719
4,901,388
Electricity - Other
$
5,598,268
5,449,680
5,649,872
6,702,748
February 1, 2016

406
2013
Actual
Waste Disposal
Medical Services
Program Promotion
Taxes
Parking Tax
2014
Actual
4,144,809
2015
Unaudited
2,529,876
2016
Budget
3,617,460
3,654,662
21,964
14,219
32,270
25,000
1,719,307
3,109,781
3,209,737
1,519,408
1,818
6,070
230
3,000
1,015
1,000
67,178
130,514
132,718
110,500
4,437
4,620
4,137
4,000
922,453
1,419,559
919,323
990,000
5,964,627
5,842,253
5,431,989
5,591,400
790,342
1,580,684
1,583,011
1,836,695
Equipment Rental
80,689
824
199,488
201,497
Other Contractual
4,464,040
7,441,728
6,942,570
6,423,607
70
29,000
39,000
33,000
50,000
Indigent Relief
Transfer To Other Airport Fnd
Customized
Bank Service Fees
Postage
4,200,000
4,200,000
7,800,000
88,108
176,216
172,963
188,414
4,160
3,190
440,568
37,258
90,388
232,657
30,000
18,340,190
26,588,921
27,153,206
28,429,183
11,200
11,349
11,608
11,000
Computer Hardware
13,917
12,290
167,894
43,902
Computer Software
55,384
53,152
8,100
Fuel
162,234
Fuel Tax
42,804
Chemical
580,340
1,476,486
1,291,746
1,299,995
Clothing
145,756
121,372
63,825
60,337
7,028
6,115
7,695
6,000
19,151
21,654
20,000

Small Equipment
Fence, Posts & Bars
12,496
10,000
5,000
19,135
104,646
74,584
75,000
5,583
5,904
50,000
72,121
50,000
37,200
417,956
433,468
372,502
355,500
Medical Supplies
29,700
30,209
39,209
31,500
Food
70,348
14,178
16,130
18,500
500
Other Supplies
666,165
694,703
854,096
691,505
Safety Equipment
140,850
39,000
101,245
100,000
2,571
2,241
6,247
2,500
February 1, 2016

407
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
58,604
48,518
37,086
40,000
235,984
288,556
293,768
235,450
451,748
77,486
131,000
70,000
Maintenance
2,981,419
3,709,328
3,558,390
3,103,889
4,000
40,152

Indirect Cost
233,214
446,867
277,168
122,209
302,570
1,034,866
1,871,293
1,480,380
1,264,595
1,465,000
15,000
18,075
19,989
23,000
606,435
812,931
1,080,990
865,600
947,171
$

12,840
1,154,192
3,757,218
82,824
1,444,822
1,053,024
3,600,626
41,040
1,454,064
1,120,500
3,954,381
109,635
1,416,226
4,959,833
82,000
3,219,380
1,527,646
1,495,104
1,525,861
3,301,380
6,407,944
6,559,609
6,936,683
7,311,470

Charges From W.P.C.
Charges From M.V.M.
621,057
710,465
983,804
911,211
2,088
2,100
119,414
304,882
204,131
207,486
641
5,000
70,975
61,984
59,670
65,456
1,874
2,946
1,531
1,689
502,573
223,654
156,447
166,177
8,693
35,000
78,332
69,046
60,047
90,420
Capital Outlay
Transfer To Airports Cap Proj
Debt Service
Principal
7,802,810
7,932,585
8,413,092
8,796,009
1,392,124
1,407,000
1,407,000
1,407,000
1,392,124
1,407,000
1,407,000
1,407,000
31,716,000
33,137,390
34,415,000
39,765,000
Interest
35,388,996
34,770,416
33,416,858
32,787,213
67,104,996
67,907,806
67,831,858
72,552,213
137,669,337
146,599,968
148,735,356
160,341,280
February 1, 2016

408
Revenues
2013
Actual
2014
Actual
109,210,628
2015
Unaudited
127,331,173
2016
Budget
131,040,168
141,761,282
278,031
Grant Revenue
4,243,790
1,213,773
785,437
2,429,998
Miscellaneous
25,760,044
14,525,718
16,235,529
16,050,000
129,473
71,147
94,543
100,000
Passenger Facility Charges
126,286
139,470,221
143,141,811
148,433,707
160,341,280
Airport General Operations
$ (000)
180000.
690 - Debt Svc
160000.
680 - Capital
670 - Intrdept Chg
140000.
660 - Claims
120000.
650 - Maintenance
100000.
640 - Materials
80000.
630 - Contractual
60000.
625 - Utilities
620 - Oth Trng
40000.
515 - Benefits
20000.
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

409
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
30,214.95
115,924.76
Administration Bureau Manager
40,314.82
136,049.25
Asst. Manager Appl Dev/Technical Support
46,224.91
128,595.56
Chief Safety Signal System
18.60
36.80
Commissioner of Burke Airport
40,314.92
125,582.86
Commissioner of Cleve. Hopkins Int. Airport
42,758.15
152,120.83
Deputy Comm. of Cleve. Hopkins Int. Airport
30,214.95
107,006.06
Director of Port Control
100,000.00
236,515.54
Secretary to Directors of Departments
41,312.22
152,120.83
26,273.96
93,908.62
HR Fiscal Administrator
22,333.40
65,528.58
Manager of Education and Research
27,325.56
96,798.67
Minority Business Development Administrator
27,325.56
85,577.88
21
18
20
11.97
14.86
22,050.00
52,504.47
1
Junior Clerk
Chief Clerk
Principal Clerk
14.88
21.12
Private Secretary
10.00
22.29
20,800.00
48,986.27
Head Storekeeper
17.85
24.24
Messenger
10.00
16.01
Network/Data Center Operations Manager
55,000.00
117,737.72
Secretary
10.00
18.59
Stock Clerk
13.11
19.16
Storekeeper
16.66
21.82
21
17
19
PROFESSIONALS
Accountant I
14.39
21.23
Accountant III
15.48
25.84
Accountant IV
20,800.00
61,213.89
12
11
11
27,193.55
115,424.36
20,800.00
58,499.94
Airport Chief Engineer
30,214.95
115,924.76
February 1, 2016

410

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
Airport Comptroller
30,214.95
115,924.76
Airport Maintenance Manager
26,273.96
92,066.54
Airport Maintenance Superintendent
20,800.00
65,041.78
Airport Maintenance Supervisor
21,019.66
62,676.62
Airport Operations/ Sec Manager
26,273.96
92,066.54
Airport Planning Envir. Officer
30,214.95
91,848.40
Airport Safety Manager
26,273.96
92,066.54
Air Trade Development Manager
30,214.95
107,006.06
20,800.00
58,564.01
26,250.00
88,693.33
Auditor
20,800.00
60,614.58
Budget Analyst
20,800.00
54,612.13
23,647.11
87,143.34
Chief Engineering & Construction Inspector
26.77
28.77
Chief Training Officer
26,273.96
72,945.53
Consulting Engineer
36,000.00
104,888.34
Contract Compliance Officer
26,273.96
72,945.53
20,800.00
64,734.08
Fiscal Manager
23,647.11
87,143.34
Office Manager
20,800.00
51,170.01
26,273.96
84,984.86
24
19
22
Project Coordinator
27,325.56
99,702.63
Project Director
22,333.40
82,706.96
30,214.95
91,848.40
20,800.00
51,677.50
Super Admin Services-Data
20,800.00
58,564.01
Systems Analyst
20,800.00
63,677.78
22,333.40
82,706.96
97
84
93
SKILLED CRAFT
Carpenter
37.88
47.35
Electrical Worker
45.60
57.00
Electrical Worker Foreman
46.85
58.56
11
11
Heavy Duty Mechanic
15.75
26.65
23.85
33.07
Painter
33.24
41.55
Painter Foreman
34.49
42.55
February 1, 2016

411
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
32
31
30
Position
Plumber
Minimum
Maximum
45.98
57.48

16
13
10
Airport Field Foreman
21.32
23.32
55
53
45
Airport Maintenance Man
19.09
19.86
56
43
50
Custodial Worker
11.83
15.74
19.78
21.78
16.86
18.86
Supt Vehicle Admin Services
20,800.00
72,945.53
Window Washer
14.40
21.73
142
119
119
TECHNICIANS
Airport Information Representative
12.14
17.84
Airport Operations Agent I
17.13
22.05
Airport Operations Agent II
21.52
25.96
Airport Operations Agent III
20,800.00
57,473.28
Airport Operations Superintendent
23,333.40
67,822.56
12
12
12
Airport Safety Supervisor
38,762.61
58,144.74
Airport Security Coordinator
23,333.40
65,528.58
Engineering & Construction Inspector
20.12
22.12
Radio Dispatcher
17.33
22.05
48
43
39
17.19
24.24
20,800.00
73,916.85
PROTECTIVE SERVICE
42
35
37
Airport Safety Man
Airport Safety Shift Commander
45
38
40
406
350
360
TOTAL FULL TIME
10
10
TOTAL PART TIME
53
28
28
TOTAL SEASONAL
TOTAL STUDENT TRAINEES
476
387
398
TOTAL DIVISION
February 1, 2016
412
February 1, 2016
Enterprise Funds are used to account for operations that function in a manner similar to
private business enterprises and are financed primarily by user fees to the general public.
Small Enterprise Group, consisting of Cemeteries, Golf Courses, Municipal Parking Facilities,
the Cleveland Public Auditorium and the West Side Market, do not maintain full accrual
accounting and may require tax support.
Small Enterprise Fund Summary
414
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
CEMETERIES
RECEIPTS
Decertifications
Beginning Balance
Ending Balance
1,504,521
EXPENDITURES
Net
1,527,997
FT Staffing Levels
23,476
1,630,978
1,638,701
$
(7,723)
1,543,376
1,591,821
$
(48,445)
1,702,072
(20,670)
5,352
4,325
43,444
67,161
64,790
20,670
16
64,790
18
20,670
158,696
10%
130,921
8%
27,775
-57%
(20,670)
1,722,742
242
67,161
15
18
-100%
20%
17,411
49%
(4,627)
-20%
22,038
172%
GOLF COURSES
RECEIPTS
Decertifications
Beginning Balance
Ending Balance
39,400
EXPENDITURES
Net
55,900
16,500
58,515
38,054
$
20,461
35,741
22,965
$
12,776
53,152
18,338
$
34,814
29,174
51,050
9,281
54,955
126,466
139,242
54,955
126,466
139,242
174,056
34,814
25%
8,256,901
8,403,292
9,262,467
9,479,363
216,896
2%
2,151,565
24%
(1,934,669)
-489%
(1,538,991)
-73%
13%
(26)
0%
0%
(26)
(26)
-99%
MUNICIPAL PARKING FACILITIES

RECEIPTS
8,275,314
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
(18,413)
8,391,335
$
11,957
8,866,789
$
395,678
11,018,354
$
(1,538,991)
29,261
16,781
25,166
1,655,990
1,666,838
1,695,576
2,116,420
1,666,838
17
1,695,576
13
2,116,420
15
577,429
17
EAST SIDE MARKET

RECEIPTS
Decertifications
Beginning Balance
Ending Balance
February 1, 2016
40,000
EXPENDITURES
Net
117
(39,883)
11,826
39,992
$
(28,166)
40,000
40,000
$
39,974
40,000
(26)
166
67,909
28,192
26
26
28,192
26
26
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
415
%
Change
PUBLIC AUDITORIUM
RECEIPTS
(20,159)
Decertifications
Beginning Balance
Ending Balance
2,487,031
EXPENDITURES
Net
2,466,872
2,550,713
$
(7,969)
2,885,249
2,881,545
$
3,704
2,680,161
(5,064)
1,129
321
5,043
7,879
1,039
5,064
11
1,039
5,064
2,685,225
22,995
7,879
FT Staffing Levels
2,542,744
(205,088)
-7%
(196,320)
-7%
(8,768)
-237%
(5,064)
-100%
10
11%
(7,084)
-1%
201,872
15%
(208,956)
246%
(293,756)
-23%
20%
WEST SIDE MARKET

RECEIPTS
162,414
Beginning Balance
$
1,298,106
1,151,318
$
146,788
1,290,084
1,374,884
$
(84,800)
1,283,000
(293,756)
341
17,013
1,057,754
1,223,951
1,371,080
1,303,293
1,223,951
FT Staffing Levels
1,371,080
1,303,293
1,576,756
3,783
Decertifications
Ending Balance
1,115,873
EXPENDITURES
Net
1,278,287
1,009,537
February 1, 2016

416

CEMETERIES
Expenditures
Department
Cemeteries
of Public Works
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
2014
Actual
706,612
2015
Unaudited
766,036
2016
Budget
748,977
799,232
7,375
7,225
8,200
7,950
1,392
1,392
Separation Payments
21,956
1,509
Overtime
29,764
32,964
34,487
48,068
Wage Settlements
Benefits
Hospitalization
765,707
807,618
794,565
855,250
159,220
183,513
194,007
219,245
84
Prescription
25,695
28,302
26,992
30,303
Dental
10,597
11,792
10,373
11,424
944
1,007
880
1,104
100,783
111,447
112,044
119,126
9,663
10,547
10,309
12,964
11,528
40,322
17,535
16,193
653
679
656
864
4,911
4,811
5,750
5,900
550
550
550
550
1,800
1,700
2,100
2,300
Vision Care
Fica-Medicare
Life Insurance
Clothing Allowance
Tool Insurance
Utilities
Brokered Gas Supply
326,428
394,669
381,195
419,973
52
52
5,433
7,082
6,087
6,270
Sewer-Other
2,060
5,805
4,952
5,738
5,912
35,390
37,642
39,067
40,240
Electricity - Other
5,527
6,165
7,303
8,620
5,796
3,840
3,378
Gas
Electricity - Cpp
57,951
55,841
62,035
66,480
515
Medical Services
87
309
Other Contractual
208,568
209,305
209,305
208,568
Bank Service Fees
1,926
1,890
2,018
2,060
11,651
13,236
14,425
12,360

$
February 1, 2016
222,145
224,518
225,748
223,812

CEMETERIES
417
2013
Actual
2014
Actual
268
2015
Unaudited
723
2016
Budget
1,097
1,030
6,476
6,704
4,778
8,240
Small Equipment
1,079
3,970
3,605
83
1,473
1,365
Clay, Soil & Turf
2,748
3,084
3,832
3,708
4,961
9,105
7,321
8,240
Other Supplies
6,519
8,652
2,623
7,210
Safety Equipment
135
309
363
206
429
227
490
824
Maintenance
22,615
32,858
21,978
34,428
2,088
103
61
429
2,090
258
504
1,196
1,258
565
2,517
1,196
3,709
1,751
1,751
12,645
11,218
13,377
11,757
709
922
2,481
2,034
3,357
2,813
775
773
623
840
85,801
101,941
76,712
78,076
3,053
1,880
6,469
13,500
3,645
2,835
3,645
10,300
Charges From W.P.C.

Charges From M.V.M.
109,109
120,681
105,105
117,286
1,504,521
1,638,701
1,591,822
1,722,741
February 1, 2016
418
CEMETERIES
Revenues
2013
Actual
Miscellaneous
983,360
921,533
933,150
215
12,642
4,803
495,684
488,332
495,315
490,000
133,442
113,260
253,780
28,026
66,079
8,249
12,500
93

$
933,977
2016
Budget
9,055
Transfers In
2015
Unaudited
20,927
Property Tax
Sale Of City Assets
2014
Actual
1,527,997
1,630,978
1,543,376
1,702,072
Division of Cemeteries
$ (000)
1800.
670 - Intrdept Chg
1600.
660 - Claims
1400.
650 - Maintenance
1200.
640 - Materials
1000.
630 - Contractual
800.
625 - Utilities
600.
620 - Oth Trng

515 - Benefits
400.
510 - Salaries
200.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

CEMETERIES
419
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Manager of Urban Forestry
22,333.40
76,344.01
12.47
17.43
20,800.00
58,564.01
1
Senior Clerk
PROFESSIONALS
1

9
Cemetery Maintenance Worker I
16.86
18.86
Cemetery Maintenance Worker II
26.02
28.02
Cemetery Foreman
21.33
23.33
Cemetery Supervisor
24.42
26.42
14
12
14
12.60
22.26
SKILLED CRAFT
1
18
15
18
TOTAL FULL TIME
20
20
TOTAL SEASONAL *
38
15
38
TOTAL DIVISION
* Seasonals are reflected during peak periods, May - September
February 1, 2016

420

GOLF COURSE
Expenditures
Golf Course
2013
Actual
Salaries and Wages
Seasonal
Wage Settlements
Benefits
32
29
29
32
124
141
14,135
15,542
4,986
138
38
41
22,865
4,364
(137)
200
37,267
19,945
4,895
338
298
Electricity - Other
1,088
1,386
15
Bank Service Fees

2016
Budget
Life Insurance
Maintenance
2015
Unaudited
Other Contractual
Fica-Medicare
Utilities
Gas
2014
Actual
147
65
38
147
80
38
18,000
18,000
18,000
18,000
18,000
18,000
200
400
600
39,400
38,054
22,965
18,338
Revenues
2013
Actual
Miscellaneous
February 1, 2016
2014
Actual
2015
Unaudited
2016
Budget
55,900
58,515
35,741
53,152
55,900
58,515
35,741
53,152

GOLF COURSE
421
Golf Courses
$ (000)
40.
35.
670 - Intrdept Chg
30.
650 - Maintenance
25.
630 - Contractual
20.
625 - Utilities
15.
515 - Benefits
510 - Salaries
10.
5.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

422
PARKING LOTS GENERAL OPERATIONS
Expenditures
Parking Lots General Operations
2013
Actual
Salaries and Wages
Full Time Permanent
Military Leave
Part-Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
609,520
2015
Unaudited
568,276
2016
Budget
603,737
770,807
217
91,442
115,802
154,343
150,064
7,775
8,175
7,350
7,500
3,489
3,330
29,287
23,410
54,076
49,630
40,713
36,667
59,280
787,871
759,864
859,503
987,651
115,688
125,736
140,294
189,823
Prescription
Dental
Vision Care
25,834
25,430
28,603
40,268
7,793
8,085
7,767
10,704
999
1,030
898
1,164
102,409
111,243
109,978
133,487
Fica-Medicare
10,749
10,827
10,472
12,730
11,202
10,109
8,687
12,791
656
629
537
816
6,038
1,368
3,618
6,000
Clothing Allowance
3,225
3,875
2,500
3,825
600
600
450
600
Life Insurance
Utilities
Electricity - Cpp
285,192
298,932
313,805
412,208
2,195
3,153
1,596
1,400
2,195
3,153
1,596
1,400
178,164
214,058
206,813
213,017
Electricity - Other
10,044
10,074
9,360
13,450
188,208
224,132
216,173
226,467
1,544,573
1,828,940
1,813,595
1,800,000
Security Services
39,737
20,000
Taxes
221,638
225,900
229,378
230,000
Parking Tax
393,332
471,234
558,194
626,487
Property Rental
99,612
99,612
99,612
100,000
Equipment Rental
22,999
12,500
9,999
18,000
4,350
Other Contractual
31,900
23,297
25,032
23,400
Bank Service Fees
5,116
79,663
31,644
78,000
Special Assessment
39,476
$
February 1, 2016
2,398,383
52,320
$
2,793,467
64,271
$
2,831,725
55,000
$
2,955,237
423
2013
Actual
Clothing
2014
Actual
9,999
1,500
2015
Unaudited
1,000
2016
Budget
5,999
489
10,000
2,000
200
100
9,900
14,899
16,999
15,500
406
1,335
1,350
100
31,113
24,395
10,922
31,000
13,500
Batteries
8,055
2,745
11,189
10,000
2,879
2,871
3,319
3,100
Electrical Supplies
Medical Supplies
Other Supplies
Maintenance
64,052
47,244
48,917
86,650
97,496
52,215
35,544
165,000
Repair Parts
6,500
29,624
5,300
25,000
Car Washes
630
960
996
1,000

Indirect Cost
104,627
82,799
41,840
191,000
131,341
127,635
123,098
222,697
131,341
127,635
123,098
222,697
13,872
15,012
15,558
15,800
Charges From W.P.C.

154
678
6,931
6,106
8,507
7,859
73
68
305
77
10,404
8,573
10,601
8,380
2,884
12,155
4,079
8,000
960
1,120
1,020
1,500
Charges From M.V.M.
72,777
$
Interfund Subsidies
Debt Service
Principal
823,720
823,720
1,737,947
Interest
28,402
108,055
22,160
71,436
698,279
698,279
1,988,388
1,643,725
75,000
62,906
1,090,552
1,694,703
1,090,552
1,694,703
2,076,635
2,880,000
1,296,006
1,200,038
116,616
1,243,725
3,381,672
3,284,394
3,276,673
4,123,725
8,275,314
8,391,335
8,866,789
11,018,354
February 1, 2016

424
Revenues
2013
Actual
2014
Actual
7,552,048
2015
Unaudited
7,891,615
8,625,911
2016
Budget
$
8,794,426
Miscellaneous
291,617
43,600
80,929
57,850
Other Tax
393,332
471,234
558,194
626,487
398
343
933
600

$
8,237,394
8,406,792
9,265,967
9,479,363
Parking Lots General Operations

690 - Debt Svc
$ (000)
12000.
675 - Subsidies
10000.
670 - Intrdept Chg

660 - Claims
8000.
650 - Maintenance
640 - Materials
6000.
630 - Contractual
625 - Utilities
4000.
620 - Oth Trng

2000.
515 - Benefits
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
425
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Commissioner of Parking Facilities
40,314.82
136,049.25
Manager of Parking
23,647.11
80,438.24
12.47
17.43
2
Senior Clerk
PROFESSIONALS
1
Accountant IV
20,800.00
61,213.89
Budget Analyst
20,800.00
54,612.13

4
Parking Coordinator
10.00
17.18
Parking Attendant
10.00
16.87
22.50
24.50
TECHNICIANS
3
17
15
17
TOTAL FULL TIME
19
16
19
TOTAL PART TIME
36
31
36
TOTAL DIVISION
Parking Meter Collector
February 1, 2016

426

EASTSIDE MARKET
Expenditures
Eastside Market
2013
Actual
Security Services
2014
Actual
2015
Unaudited
2016
Budget
40,000
39,992
40,000
40,000
40,000
39,992
40,000
40,000
40,000
39,992
40,000
40,000
Revenues
2013
Actual
Transfers In
2014
Actual
117
$
117
2015
Unaudited
11,777
40,000
49
$
11,826
2016
Budget
$
40,000
39,975
39,975
Eastside Market
$ (000)
40.
40.
40.
630 - Contractual
40.
40.
40.
40.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

PUBLIC AUDITORIUM
427
Susie Claytor, Deputy Commissioner

Public Auditorium
Mission Statement
To strengthen Clevelands economy by delivering efficient, excellent service through promotion,
marketing and management of the Public Auditorium, West Side Market and First Energy
Stadium.
The Deputy Commissioner of the Public Auditorium has authority over three major service operations: the Public
Auditorium and Conference Center, the West Side Market and the First EnergyStadium.
The Public Auditorium and Conference Center includes the recent renovations to the lower level meeting room
area and upgrades to the main auditorium floor. The new construction features a new spacious pre-function area
that can accommodate up to 500 people and will have multi-purpose programming opportunities. The new
space includes ten meeting rooms that can be set up to make up to 13 meeting room accommodations. The
lower level will offer a walkway to the new Cleveland Convention Center. The historic Public Auditorium seats
10,000 and has over 29,000 square feet of usable exhibition space that can be arranged to accommodate up to
150 exhibits. The performing arts area of the Auditorium includes a 3000 seat Music Hall and 600 seat Little
Theater.
PROGRAM NAME:
OBJECTIVES:
ADMINISTRATIVE OFFICE
To provide for the efficient operation of the Public Auditorium, Music Hall and the West Side
Market. To provide fiscal data and to accurately account for revenues and expenses received
from events.
ACTIVITIES:
Coordinate the daily operations of the facility including event administration, labor
management, fiscal operation and overall planning.
PROGRAM NAME:
OBJECTIVES:
BUILDING MAINTENANCE
To provide clean, attractive facilities as well as proper maintenance of the building and its
equipment and services to exhibitors.
ACTIVITIES:
Maintaining Buildings and equipment and providing electrical, plumbing, and Internet
services to promoters.
PROGRAM NAME:
OBJECTIVES:
FIRST ENERGY STADIUM

Provide a source of public relaxation and entertainment through the ownership and leasing
of Cleveland Browns Stadium for the play of professional football games and the
presentation of other entertainment and public attractions.
ACTIVITIES:
Monitor lease agreement compliance.
PROGRAM NAME:
OBJECTIVES:
PUBLIC AUDITORIUM AND CONFERENCE CENTER

Provide a venue for meetings, trade shows, theatrical events and receptions.
ACTIVITIES:
Coordinate the daily operations of the facility, including overall planning, labor management,
fiscal activities and maintenance.
PROGRAM NAME:
OBJECTIVES:
SECURITY FUNCTIONS
To provide security for persons using the Public Auditorium and Conference Center and to
provide information as requested.
ACTIVITIES:
Maintaining the building security equipment and providing the needed labor force to ensure
the users safety.
February 1, 2016

428

PUBLIC AUDITORIUM
PROGRAM NAME:
OBJECTIVES:
THEATRICAL EVENT ADMINISTRATION

To provide promoters with assistance in producing profitable and successful theatrical events
and meetings.
ACTIVITIES:
Supplying skilled administration and labor in all areas pertaining to theatrical events and
meetings.
PROGRAM NAME:
OBJECTIVES:
WEST SIDE MARKET

Provide a venue where quality food products can be bought and sold.
ACTIVITIES:
Supervise Tenant contract compliance, fiscal and maintenance activities, rent structure
development and overall planning.
February 1, 2016

PUBLIC AUDITORIUM
429
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
2014
Actual
504,168
2015
Unaudited
487,516
2016
Budget
464,854
510,330
379,992
447,360
480,223
School Guards
1,859
1,259
2,903
Longevity
5,550
5,650
5,200
4,400
Wage Settlements
1,647
2,214
Separation Payments
4,933
3,334
Overtime
88,258
$
Benefits
Hospitalization
Prescription
Dental
Vision Care
108,162
979,827
72,274
380,000
120,830
1,056,527
64,712
100,000
1,079,558
71,475
994,730
85,296
14,784
13,189
17,128
19,672
4,861
4,509
3,933
4,920
519
475
439
600
131,027
162,254
151,182
145,858
Fica-Medicare
13,055
13,914
14,145
15,425
15,026
12,720
14,899
11,547
407
389
355
516
12,263
2,143
2,047
5,000
1,050
1,480
1,022
1,460
150
150
150
1,525
1,625
1,250
1,625
Life Insurance
Clothing Allowance
Tool Insurance
Union Welfare Payment
13,992
$

Utilities
Brokered Gas Supply
22,270
280,785
50
50
3,473
Gas
21,536
299,831
50
50
3,034
19,024
299,561
311,093
50
250
50
250
2,351
3,439
2,985
2,667
2,742
3,028
Electricity - Cpp
355,935
415,598
478,337
492,687
Steam
496,842
399,614
601,729
619,781
859,235
820,913
1,085,159
1,118,935
28
500
1,622
575
2,692
2,229
2,302
2,000
Equipment Rental
2,500
Other Contractual
51,613
61,350
62,658
71,500
Bank Service Fees
63
955
$
55,287
805
$
64,948
1,751
$
68,333
2,250
$
78,825
February 1, 2016

430

PUBLIC AUDITORIUM
2013
Actual
Electrical Supplies
2014
Actual
11,470
6,906
2015
Unaudited
10,327
5,375
2016
Budget
12,803
12,685
7,000
12,000
499
500
5,000
1,407
2,000
3,000
1,000
Other Supplies
210
914
1,000
Safety Equipment
500
Batteries
46
200
627
553
753
1,000
Plumbing Supplies And Equip

Motors And Pumps

Maintenance
1,850
11,456
1,465
2,690
25,905
27,921
30,526
30,890
2,244
1,400
1,000
4,000
5,037
6,000

Indirect Cost
1,717
206
478
1,000
20,078
7,453
5,188
4,120
21,795
9,903
10,703
17,520
169,957
172,450
185,949
169,957
172,450
185,949
64,377
74,705
97,389
78,711
4,570
12,074
6,172
17,837
Charges From Water
2,859
1,788
3,041
1,689
3,083
30
146
194
158
18,754
8,205
16,263
10,692
383
500
12,000
1,431
10,000

Charges From M.V.M.
February 1, 2016
94,191
98,170
121,707
132,981
2,487,031
2,550,713
2,881,545
2,685,224

PUBLIC AUDITORIUM
431
Revenues
2013
Actual
Miscellaneous
Transfers In
916,238
2015
Unaudited
634,568
2016
Budget
652,212
495,177
23,609
442,093
429,376
439,315
1,526,993
1,471,029
1,803,581
1,745,669
51
54
81

$
2014
Actual
2,466,890
2,547,744
2,885,249
2,680,161
Public Auditorium
$ (000)
3000.
670 - Intrdept Chg
2500.
660 - Claims
650 - Maintenance
2000.
640 - Materials
630 - Contractual
1500.
625 - Utilities
620 - Oth Trng
1000.
515 - Benefits
500.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

432

PUBLIC AUDITORIUM
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Deputy Commissioner
26,273.96
84,984.86

3
Custodial Worker
11.83
15.74
Guard
17.29
18.27
16.86
18.86
SKILLED CRAFT
1
19.80
20.64
Electrical Worker
45.60
57.00
Plumber
45.98
57.48
10
10
TOTAL FULL TIME
48
13
48
TOTAL PART TIME
58
22
58
TOTAL DIVISION
February 1, 2016
WESTSIDE MARKET GENERAL OPERATIONS

Expenditures
Westside Market General Operations
2013
Actual
Salaries and Wages
Full Time Permanent
433
2014
Actual
235,918
2015
Unaudited
203,572
2016
Budget
188,710
271,242
Part-Time Permanent
8,164
10,262
24,939
25,996
Longevity
1,825
1,925
1,625
1,625
Wage Settlements
135
702
Separation Payments
1,961
9,092
6,113
6,142
20,000
Overtime
Benefits
Hospitalization
254,999
223,968
222,118
318,863
49,600
56,926
51,743
77,978
48
11,145
12,498
12,582
18,183
3,387
3,436
2,868
4,884
319
339
227
360
34,057
31,791
30,258
49,030
Fica-Medicare
3,528
3,176
3,133
4,623
3,756
19,099
16,305
7,146
226
240
169
288
1,660
1,660
1,230
880
Tool Insurance
300
300
150
500
500
400
400
Prescription
Dental
Vision Care
Life Insurance
Clothing Allowance

Utilities
Brokered Gas Supply
108,525
129,964
119,065
163,772
100
50
1,640
100
50
1,640
71,654
45,217
40,520
41,740
Gas
Electricity - Cpp
28,706
14,590
15,872
16,532
133,087
157,496
245,843
253,220
1,350
1,080
7,000
234,797
218,383
302,236
318,492
35,000
35,000
333
326
451
500
86,000
86,000
Janitorial Services
201,500
200,325
201,600
203,940
Other Contractual
204,401
243,853
207,565
199,000
Security Services

Chemical
406,234
444,504
530,616
524,440
581
167
1,600
February 1, 2016

434
2013
Actual
Fire/Ems Apparatus Parts
2014
Actual
2015
Unaudited
2016
Budget
388
450
756
995
907
1,000
2,302
9,991
4,179
16,500
Small Equipment
792
2,000
Electrical Supplies
1,290
943
6,000
5,133
534
1,000
Doors, Shutters And Windows
4,500
4,600
Plumbing Supplies And Equip
1,586
219
2,800
Medical Supplies
138
54
450
Other Supplies
223
525
628
1,350
680
1,159
1,018
1,183
Salt & De-Icer

Maintenance
9,813
21,815
8,061
38,933
2,574
7,200
900
614
6,906
12,954
18,207
20,800
Indirect Cost
9,479
20,768
18,207
21,700
33,283
31,365
105,937
105,062
33,283
31,365
105,937
105,062
3,630
3,995
9,284
14,400
Charges From W.P.C.
500
1,618
1,357
1,565
1,717
41
50
Charges From M.V.M.
5,617
15,404
9,187
14,045
1,987
16,000
39,349
47,505
42,391
40,000
2,000
Charges From Community Develop
February 1, 2016
58,642
60,501
68,644
83,854
1,115,873
1,151,318
1,374,884
1,576,756
435
Revenues
2013
Actual
2014
Actual
1,270,840
1,290,835
2015
Unaudited
$
1,285,002
2016
Budget
$
1,283,000
Miscellaneous
3,249
2,913
600
4,198
4,358
4,482
1,278,287
1,298,106
1,290,084
1,283,000
Westside Market General Operations

$ (000)
1600.
670 - Intrdept Chg
1400.
660 - Claims
1200.
650 - Maintenance
1000.
640 - Materials
630 - Contractual
800.
625 - Utilities
600.
620 - Oth Trng

515 - Benefits
400.
510 - Salaries
200.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

436
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Manager of Markets
23,647.11
80,438.24
20,800.00
58,564.01
18.52
19.33
16.86
18.86
PROFESSIONALS
1

2
TOTAL FULL TIME
TOTAL PART TIME
TOTAL DIVISION
February 1, 2016
Debt Service Fund
Debt Service payments are made through this fund group. Revenue is derived from
property taxes, income taxes, TIF receipts, and transfer payments from various special
revenue funds.
Debt Service Fund
Debt Service Fund
Debt Service Fund Summary
438
Debt Service Fund Summary
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
DEBT SERVICE
RECEIPTS
85,530,365
EXPENDITURES
Net
83,382,155
(2,148,210)
85,009,342
$ 106,065,934
82,511,200
97,140,979
2,498,142
8,924,955
58,094,207
65,035,680
$
(6,941,473)
(47,971,727)
-45%
(32,105,299)
-33%
(15,866,428)
-178%
-65%
15,099,664
12,951,454
15,449,596
24,374,551
Ending Balance
$ 12,951,454
$ 15,449,596
$ 24,374,551
$ 17,433,078
$ (15,866,428)
FT Staffing Levels
Decertifications
Beginning Balance
February 1, 2016
0%
Sinking Fund Commission
Debt Service Fund
439
2015 ACTIVITY
On April 9, 2015, the City issued $86,105,000 Subordinate Lien Income Tax Bonds, Series 2015A. The proceeds of
these bonds will be used to pay the costs of various public improvements including public facility improvements,
bridge and roadway improvements, parks and recreation facility improvements and housing and neighborhood
development. The principal and interest on these bonds will be paid from Restricted Income Tax receipts.
On the same day as the issuance of the 2015A Subordinate Lien Income Tax Bonds above, the City issued
$15,280,000 Taxable Economic and Community Development Revenue Bonds, Series 2015 (Core City Fund). The
proceeds of these bonds will be used to provide funds for eligible projects, including, but not limited to, the
acquisition, construction, equipping or improvement of multi-unit housing and commercial development and
the preparation or remediation of sites for these purposes. These bonds are to be paid from non-tax revenues of
the City and net project revenues.
Effective May 27, 2015, Water Revenue Bonds, Series Y, 2015, were issued in the amount of $116,205,000. The
bonds were issued to refund $117,950,000 of outstanding Series O Water Revenue Bonds, 2007. Certain of the
Series O Bonds in the amount of $30,000,000 were tendered by the bondholder for purchase by the City and
canceled in lieu of being refunded. As a result of this refunding, the City realized net present value debt service
savings of $12,176,000 or 10.3%. At the same time the City sold the Series Y Bonds, the City also sold $15,930,000
Water Revenue Bonds, Series Z, on a forward delivery basis. The Series Z Bonds were ultimately issued effective
October 5, 2015 to refund $16,155,000 of outstanding Water Revenue Bonds, Series N, 2005. The City realized
present value savings of $663,000 or 4.1% from this refunding.
Also on May 27, 2015, the City issued $90,800,000 Water Revenue Bonds, Series AA, 2015. These bonds were
issued to refund the outstanding $90,800,000 Water Revenue Bonds, Series Q, 2008 upon the expiration of the
existing letter of credit. The Bonds were directly purchased by Bank of America Merrill Lynch as variable rate
bonds.
Effective August 6, 2015, the City issued $60,905,000 Various Purpose General Obligation Refunding Bonds, Series
2015. The proceeds of these bonds were used to refund $64,910,000 of the outstanding Series 2005A, 2007A,
2007B, 2008A and 2009A General Obligation Bonds. As a result of this refunding, the City realized $4,100,000 of
net present value debt service savings or 6.33%.
On September 16, 2015, the City issued $27,445,000 Subordinate Lien Income Tax Refunding Bonds, Series 2015B.
These bonds refunded $28,745,000 of the outstanding 2008 Subordinate Lien Income Tax Bonds. This refunding
produced net present value debt service savings of $1,045,000 or 3.6%.
Lastly, on November 18, 2015, the City issued $28,975,000 Subordinate Lien Unrestricted Income Tax Bonds, Series
2015 (Police & Fire Pension). The City issued these bonds in order to refund $30,310,000 of the outstanding Series
2008 Subordinate Lien Unrestricted Income Tax Bonds (Police & Fire Pension). This refunding resulted in
$1,809,000 of net present value debt service savings or 6.0%.
February 1, 2016
Debt Service Fund
440
2016 ACTIVITY
In 2016, the City is planning or reviewing the feasibility of the following financings:
Issuance of approximately $28 million of general obligation bonds in the first quarter to fund various
public improvements to roads and bridges, recreation facilities and other public facilities;
Issuance of approximately $40 million of Water Pollution Control System bonds to fund upgrades to the
system;
Refunding of the 2000C Airport System Revenue Bonds to obtain a minimum of 3% debt service
savings;
Replacement of the Airport Series 2008D and Series 2009D letters of credit when they expire in June
2016;
Replacement of the Airport Series 2013A Direct Placement when it expires in April 2016 and
replacement of the Water Series U and Series V Direct Placements when they expire in December 2016;
and
Refunding or other financing alternatives which meet the City's financial and operational goals and/or
which respond to market conditions.
BOND RATINGS
As of December 31, 2015 the Citys Bond Ratings for various types of obligations were as follows:
The Ohio Revised Code provides that the net debt of the municipal corporation, whether or not approved by the
electors, shall not exceed 10.5% of the assessed value of all property in the municipal corporation as listed and
assessed for taxation. In addition, the unvoted net debt of municipal corporations cannot exceed 5.5% of total
assessed value of property. The Citys total debt limit (10.5%) is $481,890,967 and unvoted debt limit (5.5%) is
$252,419,078. At January 1, 2016, the City had capacity under the indirect debt limitation calculation per the Ohio
Revised Code to issue less than $60 million in additional unvoted debt. However, the debt limitations are not
expected to affect the financing of any currently planned facilities or services.
February 1, 2016
Revenue Bond Debt Service
Debt Service Fund

Water Revenue Bonds +

EXPENDITURES:
Principal
Interest
Total Expenditures
RECEIPTS
Utility Reimbursement
Total Receipts
Airport System Revenue Bonds +
EXPENDITURES:
Principal
RECEIPTS
Enterprise Reimbursement
Total Receipts
Ohio Water Development Authority Loans - Water +

EXPENDITURES:
Principal
RECEIPTS
Total Receipts
41,200,000
2016
Budget
28,385,124
42,110,000
26,064,751
72,692,432
69,585,124
68,174,751
72,692,432
69,585,124
68,174,751
72,692,432
69,585,124
68,174,751
32,120,000
33,155,000
34,415,000
35,143,462
33,969,254
35,131,074
67,263,462
67,124,254
69,546,074
67,263,462
67,124,254
69,546,074
67,263,462
67,124,254
69,546,074
7,012,211
7,019,657
7,468,883
Interest
Total Expenditures
39,910,000
2015
Unaudited
32,782,432
Interest
Total Expenditures
2014
Actual
3,452,599
441
3,218,885
2,995,927
10,464,810
10,238,542
10,464,810
10,464,810
10,238,542
10,464,810
10,464,810
10,238,542
10,464,810
+ Amounts shown above are actual amounts paid to bondholders or swap counterparties during the year and
therefore may not match the debt service amounts in the budget of enterprise funds which reflect deposit
requirements in anticipation of these payments.
Ohio Water Development Authority Loans - Water Pollution Control +

EXPENDITURES:
Principal
$
545,579
Interest
Total Expenditures
RECEIPTS
Total Receipts
61,272
514,813
39,624
481,639
20,387
606,851
554,437
502,026
606,851
554,437
502,026
606,851
554,437
502,026
February 1, 2016
Debt Service Fund
442
2014
Actual
Public Power System - Revenue Bonds +

EXPENDITURES:
Principal
Interest
Total Expenditures
RECEIPTS
Total Receipts
Parking Facilities Revenue Refunding Bonds +
EXPENDITURES:
Principal
RECEIPTS
Enterprise Reimbursement
Total Receipts
8,061,556
7,500,000
2016
Budget
10,410,464
8,055,000
9,859,269
18,831,556
17,910,464
17,914,269
18,831,556
17,910,464
17,914,269
18,831,556
17,910,464
17,914,269
2,645,000
2,770,000
2,880,000
Interest
Total Expenditures
10,770,000
2015
Unaudited
1,472,762
1,334,880
1,243,725
4,117,762
4,104,880
4,123,725
4,117,762
4,104,880
4,123,725
4,117,762
4,104,880
4,123,725
+ Amounts shown above are actual amounts paid to bondholders or swap counterparties during the year and
therefore may not match the debt service amounts in the budget of enterprise funds which reflect deposit
requirements in anticipation of these payments.
February 1, 2016
Debt Service Revenues
Debt Service Fund

Debt Service Revenues
2013
Actual
PROPERTY TAXES
INTERGOVERNMENTAL REVENUE
17,566,014
2014
Actual
2015
Unaudited
17,378,070
17,558,419
443
2016
Budget
16,640,630
4,659,755
4,644,946
4,621,017
4,593,308
23,862,973
27,544,561
28,481,794
27,214,761
5,681,244
5,670,532
5,690,240
4,530,264
INVESTMENT EARNINGS
18,084
14,450
21,345
25,000
BOND FEES & SERVICES
265,173
108,713
119,500
75,000
25,360,000
23,394,461
45,178,737
2,749,100
2,799,591
1,791,374
1,554,728
TIF / DEVELOPER RECEIPTS
436,460
667,274
461,142
450,000
GENERAL FUND TRANSFER
2,963,940
2,896,452
2,277,196
3,237,368
522,007
506,454
505,908
508,637
2,148,516
(2,498,371)
505,908
6,941,473
RESTRICTED INCOME TAX

SUBORDINATED INCOME TAX
NOTE / BOND PROCEEDS

TRANSFERS FROM OTHER SUBFUNDS
FEDERAL SUBSIDY
DRAW/(ADD) OF FUND BALANCE
TOTAL RECEIPTS
86,233,266
83,127,133
97,787,460
65,771,169
February 1, 2016
Debt Service Fund
Debt Service Expenditures
444
2014
Actual
2015
Unaudited
2016
Budget
Unvoted Tax Supported General Obligation Bonds

Bonds Redeemed
Interest on Bonds
24,985,000
13,378,213
$
24,820,000
11,802,265
22,635,000
11,764,316
38,363,213
36,622,265
34,399,316
3,265,000
3,430,000
3,610,000
Subordinated Income Tax Bonds (Police & Fire Pension)

Bonds Redeemed
Interest on Bonds
2,336,200
2,168,825
1,841,928
Other
286,577
Transfer to Escrow Agent
33,492,387
Transfer to Other Subclass
238,000
5,601,200
39,615,789
5,451,928
675,000
625,000
750,000
2013A Core City Fund

Bonds Redeemed
Interest on Bonds
Other
223,288
223,705
360,000
3,500
901,788
848,705
1,110,000
155,000
169,000
191,000
Lower Euclid TIF Bonds

Bonds Redeemed
Interest on Bonds
148,362
144,400
140,038
303,362
313,400
331,038
1,170,000
610,000
1,325,000
Nontax Revenue Refunding Bonds - Stadium

Bonds Redeemed
Interest on Bonds
Other
332,019
314,600
302,400
8,478,644
3,121
139,182
10,122,966
924,600
1,627,400
895,000
2004 Core City Bonds

Bonds Redeemed
Interest on Bonds
Other
$
February 1, 2016
353,531
1,245,244
6,032
2,499,807
Debt Service Fund

2014
Actual
2015
Unaudited
445
2016
Budget

Bonds Redeemed
250,000
1,235,000
Interest on Bonds
395,568
317,078
599,650
12,156,019

Other
207,696
$
12,363,715
1,245,218
1,552,078
325,852
505,633
325,852
505,633
7,145,000
6,960,000

Interest on Bonds
$
$
Subordinate Lien Income Tax Bonds

Bonds Redeemed
Interest on Bonds
5,355,000
5,960,219
8,175,757
10,856,956
558,062
11,315,219
15,878,819
17,816,956
875,000
Subordinate Lien Inc. Tax Bonds (GF)

Bonds Redeemed
Interest on Bonds
1,039,930
1,366,331
1,366,332
1,039,930
1,366,331
2,241,332
187,532
190,601
195,638
Sinking Fund Operations

Personnel
Other
Total Expenditures
428,401
455,880
539,850
615,933
646,481
735,488
83,127,133
97,787,460
65,771,169
February 1, 2016
Debt Service Fund
Unvoted Tax Supported Obligations
446
Unvoted Tax Supported Obligations
PURPOSE
BRIDGES & ROADS
BRIDGES & ROADS
BRIDGES & ROADS
BRIDGES & ROADS
CEMETERY IMPROVEMENT
CONVENTION CENTER
DEMO/REVITALIZATION
FINAL JUDGMENT
FINAL JUDGMENT
NEIGHBORHOOD DEVELOP.
PARKS & RECREATION
PARKS & RECREATION
PARKS & RECREATION
PARKS & RECREATION
PARKS & RECREATION
PUBLIC FACILITIES
PUBLIC FACILITIES
PUBLIC FACILITIES
PUBLIC FACILITIES
SERIES 2005 REFUNDING
SERIES 2007C REFUNDING
Total
February 1, 2016
Month
Due
JUNE/DEC
JUNE/DEC
JUNE/DEC
MAY/NOV
JUNE/DEC
JUNE/DEC
JUNE/DEC
MAY/NOV
JUNE/DEC
MAY/NOV
MAY/NOV
MAY/NOV
JUNE/DEC
JUNE/DEC
JUNE/DEC
JUNE/DEC
APR/OCT
MAY/NOV
JUNE/DEC
JUNE/DEC
JUNE/DEC
MAY/NOV
APR/OCT
MAY/NOV
JUNE/DEC
JUNE/DEC
JUNE/DEC
JUNE/DEC
Issue
Date
2009
2011
2012
2007A
2009
2011
2012
2007A
2009
2007A
2008
2007B
2009
2009
2011
2012
2005A
2007A
2009
2011
2012
2007A
2005
2007C
2009
2012
2012A
2015
MATURITY INTEREST
DATE
RATE
2026
2029
2030
2027
2029
2031
2032
2027
2029
2032
2033
2031
2029
2029
2031
2032
2016
2026
2029
2029
2030
2024
2023
2027
2018
2017
2021
2029
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
12/31/15
BALANCE
2,260,000
12,225,000
17,410,000
795,000
335,000
625,000
450,000
25,000
110,000
1,985,000
4,600,000
855,000
700,000
1,545,000
1,935,000
3,520,000
170,000
135,000
695,000
11,470,000
12,375,000
920,000
50,955,000
20,155,000
2,470,000
5,370,000
13,745,000
60,905,000
2016
PRINCIPAL
830,000
655,000
850,000
795,000
125,000
30,000
20,000
25,000
40,000
190,000
290,000
70,000
255,000
560,000
30,000
145,000
170,000
135,000
255,000
615,000
605,000
920,000
7,775,000
1,350,000
905,000
4,490,000
110,000
395,000
2016
INTEREST
96,550
554,881
804,050
39,750
14,550
28,369
21,100
1,250
4,663
88,031
243,775
36,863
29,788
66,088
89,163
164,750
8,500
6,750
29,775
520,588
571,450
46,000
2,802,525
1,041,550
105,625
250,900
549,800
2,963,900
TOTAL
DUE
926,550
1,209,881
1,654,050
834,750
139,550
58,369
41,100
26,250
44,663
278,031
533,775
106,863
284,788
626,088
119,163
309,750
178,500
141,750
284,775
1,135,588
1,176,450
966,000
10,577,525
2,391,550
1,010,625
4,740,900
659,800
3,358,900
$ 228,740,000 $ 22,635,000 $ 11,180,981 $ 33,815,981
This fund group provides services to other City Divisions. Their operations are supported
by charges to user Divisions.
Internal Service Funds Defined
448
Internal Service Funds (ISFs) in the City of Cleveland are meant to provide internal support functions for divisions
within the city. The City's ISFs were created to realize the following benefits:
Cost Control serves as a means to manage expenses. For example, having a motor vehicle repair shop
is cheaper than outsourcing vehicle repairs whenever a City vehicle breaks down
Resource Management seeks to effectively and efficiently deploy resources on a needed basis. For
example, how much paper supply is needed to minimize inventory storage?
Budget Planning is the method developed for attaining estimated itemized expenses and income
from anticipated sources.
Capital Plan focuses on resource and expenditure plan to acquire capital assets. For example,
acquiring a new vehicle might require temporarily raising reimbursement rates to satisfy any financial
sources used
Financial Transaction Tracking is the process of monitoring and recording events affecting the
business (i.e. knowing how much was spent on outgoing mail)
The City of Cleveland currently has eight different ISFs. Each of the ISFs are tasked with specific objectives that
should satisfy customer needs, resource management and fiscal management.
Internal Service Funds Goals

Provide services to divisions that satisfies demand and pricing transparency
Recovery of full cost (breakeven) to run service center.
Implement rate strategies that adequately cover cost, focusing on delivering lower rates than industry
standards
Maintain inventory of materials and supplies
Plan capital expenditures with identification of funding resources, or reserve mechanisms.
February 1, 2016
449
Internal Service Funds Cost Strategy

The City of Cleveland requires ISFs to adequately recover all direct costs associated with each fund. The different
type of direct cost includes; personnel cost, materials and supplies, service and maintenance contracts.
Internal Service Fund Revenue Reimbursement Strategy

Revenue reimbursements (chargebacks) are usually done a monthly basis to individual divisions. Below is a
breakdown of the reimbursement (rate) strategy maintained by each ISF:
Revenue reimbursements are monitored monthly, which are used to project ending retained earnings balance. If
projection shows high retained earnings or low retained earnings, a rate review is instituted, and credits to
divisions are planned if needed.
Case Study: Division of Printing (An Internal Service Fund)

The Division of Printing currently uses the computer program known as, Franking Estimating System, when it
comes to special order work. Printing the budget book would be considered a special order. The Franklin
Estimating System usually gives the minimum selling rates based on average production costs gathered from
efficiently run plants in the United States. The division then compares their internal rate with the result of the
Franklin system, which should be equal or lower.
The Division of Printing charges $0.025 for each photocopy printed (copier meter charges). The rate covers
administrative, maintenance, and contractual obligations with vendors.
Paper supplies are usually charged based on how many cartons are ordered.
The Division of Printing plans for capital acquisitions by temporary increasing their rates. This increase helps with
building large retained earnings, and thus leading to the capital acquisition.
February 1, 2016
Internal Service Fund Summary
450
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
SINKING FUND
RECEIPTS
$
$
Decertifications
Beginning Balance
Ending Balance
702,877
EXPENDITURES
Net
703,386
FT Staffing Levels
509
616,161
615,933
$
228
640,745
646,481
$
(5,736)
735,488
735,488
4,999
5,508
5,736
5,508
5,736
94,743
15%
89,007
14%
5,736
-100%
0%
0%
311,524
4%
191,279
3%
120,245
-96%
(5,457)
-100%
TELEPHONE EXCHANGE
RECEIPTS
$
$
Decertifications
Beginning Balance
Ending Balance
6,115,837
EXPENDITURES
Net
6,128,464
FT Staffing Levels
12,627
6,528,851
6,584,467
$
(55,616)
7,210,653
7,336,355
$
(125,702)
7,522,177
7,527,634
(5,457)
625
18,443
1,575
153,505
166,757
129,584
5,457
166,757
15
129,584
17
5,457
18
18
0%
(581,577)
-4%
MOTOR VEHICLE MAINTENANCE

RECEIPTS
16,806,498
(2,055,824)
18,862,323
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
19,530,084
19,182,078
$
348,006
16,360,421
16,771,465
$
(411,044)
15,778,844
15,845,613
(66,769)
69,735
31,744
30,795
2,053,358
67,268
447,019
66,769
67,268
69
447,019
67
66,769
72
(925,852)
-6%
344,275
-84%
(66,769)
-100%
76
6%
205,678
10%
228,994
11%
(23,316)
70%
(56,862)
-100%
PRINTING & REPRODUCTION

RECEIPTS
$
$
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
February 1, 2016
2,105,875
EXPENDITURES
Net
2,199,521
93,646
2,332,804
2,524,305
$
(191,501)
2,128,227
2,161,773
$
(33,546)
2,333,905
2,390,767
(56,862)
4,723
14,096
109
169,335
267,704
90,299
56,862
267,704
13
90,299
12
56,862
11
14
27%
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
451
%
Change
STOREROOM
RECEIPTS
EXPENDITURES
Net
48,010
10%
523,764
520,198
501,831
438,270
576,341
138,071
32%
(3,566)
13,767
29,776
(60,285)
(90,061)
-302%
2,370
518
(60,285)
-100%
Decertifications
Beginning Balance
Ending Balance
17,420
$
16,224
FT Staffing Levels
515,598
16,224
$
29,991
468,046
29,991
$
60,285
516,056
60,285
$
0%
7,852,847
13%
HEALTH SELF INSURANCE FUND

RECEIPTS
37,042,989
62,128,607
69,981,454
31,325,962
62,869,171
69,488,871
6,619,700
11%
Net
5,717,027
(740,564)
492,583
1,233,147
-167%
Decertifications
3,811
Beginning Balance
5,717,027
4,980,274
492,583
10%
EXPENDITURES
Ending Balance
5,717,027
8,169,202
4,980,274
15,029,542
5,472,857
16,408,899
PRESCRIPTION SELF INSURANCE FUND

RECEIPTS
EXPENDITURES
Net
Decertifications
Beginning Balance
Ending Balance
7,920,874
248,328
13,968,934
248,328
1,060,608
1,308,936
9%
16%
221,966
(838,642)
-79%
221,966
17%
248,328
$
1,379,357
2,217,999
16,186,933
1,308,936
$
1,530,902
February 1, 2016

452
SINKING FUND GENERAL OPERATIONS

Debt Service
Sinking
Department
Fund General
of Finance
Operations

Frank G. Jackson, President
Sharon Dumas, Secretary
Kevin J. Kelley, Member
Elizabeth C. Hruby, Assistant Secretary
The Sinking Fund is the bond retirement fund of the City and its operations are governed by the Ohio Revised
Code, the City Charter and the General Bond Ordinance. The Sinking Fund Commission consists of the Mayor,
Director of Finance, and City Council President. An Assistant Secretary is appointed by the members to conduct
the business of the Sinking Fund Commission. The Sinking Fund Commission is responsible for the issuance and
payment of all City debt including general obligation bonds, special revenue bonds, certificates of participation,
non-tax revenue bonds and tax increment financing debt.
DEBT MANAGEMENT POLICY

The Sinking Fund Commission is responsible for maintaining detailed records of the Citys outstanding debt
obligations until their maturity and ensuring that all debt is paid when due. The Sinking Fund Commissions
composition is defined in the City Charter and its duties are outlined in the covenants of the General Bond
Ordinance and the Sinking Fund Ordinance.
The Sinking Fund Commission acts as the citywide coordinator for all debt issuance and monitoring activities. This
includes the sale of all general obligation, special obligation and enterprise (revenue) bonds and notes. In
addition the Commission deposits on behalf of itself and the Enterprise Funds any moneys to be applied to the
payment of debt charges. This includes money and investments derived from ad valorem property taxes,
restricted income tax, enterprise reimbursements, non-tax revenues and the proceeds of renewal bonds or notes.
The Commission maintains and reconciles all bank accounts for General Obligation, Special Obligation and
Enterprise (Proprietary) Obligations of the City. In addition, the Commission ensures that all debt issued by the
City falls within the States legal debt limits and that, in most cases, bonds issued to refund outstanding bonds
achieve a 3% debt service savings level. If permitted by the authorizing ordinance, bonds can also be funded in
order to eliminate or modify unduly restrictive covenants or to obtain a more favorable debt structure.
The City issues its general obligation bonds in connection with its overall Capital Improvement Program. Projects
that have benefited from the issuance of general obligation debt include, but are not limited to, public facilities
improvements, bridge and roadway improvements, cemeteries, recreation facilities, and urban redevelopment. In
recent years, the City has also issued subordinate lien income tax bonds for these purposes.
The Citys Enterprise Funds develop their own individual capital improvement programs and issue revenue debt
as necessary to assist with the implementation of their CIP programs. The Sinking Fund Commission works jointly
with each individual Enterprise Fund when issuing revenue debt, and ensures that the City complies with all debt
covenants.
PROGRAM NAME:
OBJECTIVES:
DEBT ADMINISTRATION AND RECORD MAINTENANCE

To ensure the proper disbursement of funds for the payment of debt by maintaining accurate
records of fixed rate and variable rate debt service requirements and other schedules of cash
and investments.
ACTIVITIES:
Maintain complete records of all financing transactions and outstanding debt service
requirements. Respond to bondholder questions and requests. Record and reconcile all debt
related activity within the Citys accounting system. Process all principal and interest
payments. Collect funds from Cuyahoga County, the General Fund, the Restricted Income Tax
Fund, Special Revenue Funds and Enterprise Funds in order to make funds available for
disbursements on a timely basis for the payment of debt service. Prepare the state required
debt schedule, which certifies the amount to be paid from taxes and levying tax sufficient to
February 1, 2016

453
cover debt service. Through an escrow agent or trustee, coordinate the investment of cash in
investments permitted under the General Bond Ordinance, the Sinking Fund Ordinance and
enterprise fund indentures.
PROGRAM NAME:
OBJECTIVES:
DEBT ISSUANCE AND COMPLIANCE

To ensure that the City issues all debt in a cost effective manner and complies with all
covenants in the General Bond Ordinance, the Sinking Fund Ordinance and in all revenue or
special obligation bond indentures, as well as with all state debt limits and federal
regulations governing the issuance of tax-exempt debt.
ACTIVITIES:
Coordinate the issuance of debt and other obligations by working with the Law Department,
bond counsel, financial advisors, underwriters, rating agencies and insurers. Evaluate
financing proposals received by the City. Determine structure of financing transactions.
Coordinate the submission of continuing disclosure information pursuant to the Citys
various Continuing Disclosure Agreements for its bond issues in accordance with SEC Rule
15c2-12. Facilitate the required arbitrage rebate calculations required by federal regulations.
February 1, 2016

454
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
146,281
Longevity
Benefits
Hospitalization
2014
Actual
2015
Unaudited
151,361
475
475
2016
Budget
152,695
156,698
475
575
146,756
151,836
153,170
157,273
7,230
7,828
9,015
9,202
Prescription
2,197
2,109
2,459
2,498
Dental
477
463
450
468
Vision Care
113
108
103
120
19,880
21,071
21,418
22,099
Fica-Medicare
2,091
2,162
2,180
2,280
2,050
1,874
1,726
1,602
73
81
81
96
Life Insurance
Travel
34,111
35,696
37,431
38,365
6,097
4,000

350
6,097
4,350
147,729
40,413
75,911
135,000

Postage
24
374,034
387,407
373,539
400,000
521,763
427,819
449,474
535,000
248
582
158
500
150
248
582
308
500
702,877
615,933
646,481
735,488
Revenues
2013
Actual
Miscellaneous

Transfers In
$
February 1, 2016
265,173
2014
Actual
$
2015
Unaudited
108,714
119,500
2016
Budget
$
75,000
15,492
15,970
17,002
17,000
422,721
491,478
504,243
643,488
703,386
616,161
640,745
735,488

455
Sinking Fund General Operations

$ (000)
800.
700.
670 - Intrdept Chg
600.
640 - Materials
500.
630 - Contractual
400.
620 - Oth Trng
300.
515 - Benefits
510 - Salaries
200.
100.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

456
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Secretary Of Sinking Fund
27,325.56
108,011.58
20,800.00
54,612.13
PROFRESSIONALS
2
February 1, 2016
Budget Analyst
TOTAL FULL TIME

TELEPHONE EXCHANGE
Expenditures
Telephone Exchange
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
457
2014
Actual
783,262
2015
Unaudited
865,118
2016
Budget
938,310
995,308
5,250
7,125
6,700
6,700
142
142
28,673
7,559
1,296
60,000
4,775
19,675
97
821,960
899,618
946,544
1,062,008
117,056
141,241
170,001
197,634
142
27,438
28,355
34,575
38,207
Dental
8,368
8,991
9,263
10,452
Vision Care
1,029
1,066
1,063
1,404
106,098
123,762
132,022
140,281
9,581
11,146
11,707
15,399
11,622
10,568
10,306
9,985
616
635
635
864
Clothing Allowance
3,600
4,500
5,250
4,500
2,100
2,625
2,625
2,625
Prescription

Fica-Medicare
Life Insurance

Utilities
Cellular Servicess
287,650
332,889
377,448
421,351
7,800
7,800
480,000
410,053
426,495
650,000
At&T Equipment
Telephone-Ohio Bell
Telephone-Long Distance
Telephone
Data Communication (Telephone)
203,000
3,765,048
3,870,251
4,763,283
4,500,000
31,344
56,285
58,120
59,000
338,289
486,279
461,601
510,000
47,000
40,000
49,000
25,467
30,333
29,325
50,000
4,640,148
5,103,201
5,778,824
5,818,000
23,382
34,520
18,625
30,000
2,000
1,500
9,167
10,233
20,000
11,000
Pager Rental
1,862
2,273
2,871
3,154
4,875
75
Other Contractual
$
36,411
51,901
41,571
45,654
February 1, 2016

458
TELEPHONE EXCHANGE
2013
Actual
Computer Hardware
2014
Actual
2015
Unaudited
2016
Budget
4,394
3,000
1,198
1,000
Other Supplies
300
131
11,000
338
904
49
2,821

Maintenance
338
1,206
5,772
17,821
9,500
13,957
9,500
25,000

1,173
68,152
6,075
318,692
113,542
170,622
130,000
329,365
195,652
186,197
155,000
6,115,872
6,584,467
7,336,355
7,527,634
Revenues
2013
Actual
Miscellaneous
59,356
2015
Unaudited
46,563
33,775
2016
Budget
$
50,000
6,066,832
6,481,224
7,176,365
7,472,177
2,276
1,064
513

$
2014
Actual
6,128,464
6,528,851
7,210,653
7,522,177
Telephone Exchange
$ (000)
8000.
7000.
650 - Maintenance
6000.
640 - Materials
5000.
630 - Contractual
625 - Utilities
4000.
620 - Oth Trng

3000.
515 - Benefits
510 - Salaries
2000.
1000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

TELEPHONE EXCHANGE
459
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Chief Safety Signal System
18.60
36.80
Customer Support Call Center Manger
65,000.00
105,625.89
Manager Of Telecommunications
30,214.95
107,006.06
2
Billing Clerk
10.00
17.12
Telephone Operator
10.00
17.99
PROFESSIONALS
1
27,193.55
115,424.36
Assistant Commissioner
23,647.11
88,525.69
Supervisor Administration Services-Data
20,800.00
58,564.01
TECHNICIANS
1
IT Telecom Analyst I
14.53
44.60
Telecommunications Tech
33.10
33.67
18
18
18
TOTAL FULL TIME
18
18
18
TOTAL DIVISION
February 1, 2016

460

Jeffrey L. Brown, Interim Commissioner
Department
Motor Vehicle
ofMaintenance
Public Works
Mission Statement
To purchase and maintain the City of Clevelands vehicles and specialized equipment to ensure
safe and dependable operating conditions.
PROGRAM NAME:
OBJECTIVES:
AUTO BODY WORK

To increase the life and improve the safety of all City owned vehicles using in-house resources
and outside contractors.
ACTIVITIES:
Make minor and major auto body repairs.
PROGRAM NAME:
OBJECTIVES:
EMERGENCY REPAIRS AND TOWING

To provide efficient, cost effective vehicle repair service for the City owned Fleet.
ACTIVITIES:
Provide emergency service and towing for all City owned vehicles. Replace batteries, lights
and tires. Provide major vehicle repairs.
PROGRAM NAME:
OBJECTIVES:
FUELING
To provide the Citys fleet with 27 locations for fuel dispensing and delivery of fuel by tanker
truck to other City of Cleveland fuel locations (i.e. Parks, Police and Fire Divisions).
ACTIVITIES:
Purchase fuels and lubricants. Deliver fuel to City owned locations.
PROGRAM NAME:
OBJECTIVES:
NEW VEHICLE PREPARATION

To assure that all City vehicles are working properly before being released to Departments.
ACTIVITIES:
Inspect and prepare all new City vehicles for use by Departments. Apply logos and
identification numbers to vehicles. Assign fuel cards.
PROGRAM NAME:
OBJECTIVES:
PREVENTIVE MAINTENANCE
To increase the life and improve the safety of all City owned vehicles.
ACTIVITIES:
Follow design procedures for maintaining special motorized equipment. Change or check
lubricants. Repair/Replace defective parts. Inspect vehicles on a routine basis.
PROGRAM NAME:
OBJECTIVES:
ROUTINE MAINTENANCE
To provide the Citys Departments with complete maintenance and services.
ACTIVITIES:
Provide motor repairs and services. Maintain records of average down time and repair costs.
February 1, 2016

461
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
2014
Actual
3,628,314
2015
Unaudited
3,523,212
2016
Budget
3,557,692
3,889,967
Injury Pay
369
Longevity
36,050
35,100
32,900
33,050
12,880
13,379
74,403
88,850
15,973
1,400
3,600
3,000
74,943
69,409
58,414
75,000
Wage Settlements
Separation Payments
Bonus Incentive
Overtime
Benefits
Hospitalization
3,815,479
3,733,051
3,681,358
3,998,017
616,054
612,058
689,571
798,025

Prescription
Dental
Vision Care
Fica-Medicare
Life Insurance
Clothing Allowance
Tool Insurance
128,672
122,203
137,476
160,286
46,710
44,519
39,897
45,780
4,100
3,884
3,477
4,440
503,836
508,072
506,419
559,722
44,546
43,369
44,371
57,971
100,154
81,381
104,086
112,220
2,898
2,761
2,758
3,648
238
4,881
860
860
830
18,710
29,700
30,250
28,600
32,450
200
200
200
13,100
1,477,799
1,449,797
1,562,566
1,806,352
376
504
1,074
2,060

Utilities
Brokered Gas Supply
68
3,967
4,116
3,810
4,120
4,343
4,620
4,884
6,180
124,556
142,673
126,702
130,503
Gas
44,325
34,208
42,006
43,266
Electricity - Cpp
22,467
24,797
23,868
24,584
46
621
733
4,915
3,293
3,296
Electricity - Other
Medical Services
196,264
201,724
196,491
202,382
16,796
5,000
3,090
344
334
750
February 1, 2016

462
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
21,384
23,961
25,127
24,800
150,431
137,708
146,942
154,500
Special Assessment
30,853
27,600
19,000
27,600
Other Contractual
4,976
24,437
12,932
5,150
Towing

Computer Supplies
207,987
230,838
209,001
215,890
1,000
Computer Software
708
1,000
7,505,513
7,371,344
4,947,513
3,484,978
Fuel Tax
706,291
750,735
771,408
721,000
Chemical
15,000
7,500
7,500
7,500
9,800
55,000
45,000
50,000
175,000
179,810
129,997
180,220
Auto & Light Truck Parts
1,078,450
1,045,249
1,022,773
1,030,000
Heavy Truck Parts
1,179,515
1,371,970
1,321,213
1,350,000
174,800
139,799
170,000
120,000
Snow Removal Equipment Parts
63,000
120,000
70,000
96,000
Clothing
15,878
19,194
28,214
20,600
174,998
205,000
267,607
225,000
3,086
3,000
3,000
5,928
5,609
6,779
5,000
5,000
15,000
2,500
15,450
119
Shop Supplies
2,601
639
683
1,000
Other Supplies
6,873
646
2,746
1,000
25,000
25,000
25,000
168,702
275,481
304,979
300,000
99,850
98,447
99,518
103,000
574,876
685,000
684,000
669,500
2,450
4,431
3,550
3,708
5,829
458
1,000
Fuel
Air Compressor Parts

Fire/Ems Apparatus Parts
Construction Equipment Parts
Sweeper Parts
Shop Tools
Anti-Freeze
Motor Oil & Lubricants
Batteries
Tires
Maintenance
11,974,147
12,378,974
9,911,437
8,414,956
582
4,470
8,000
8,632
10,000
17,410
17,932
14,570
18,000
30,885
20,000
15,000
20,000
124,831
40,000
55,000
50,000
Fuel Pump Repair & Maintenance
February 1, 2016

463
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
Generator Repair
16,500
89,972
42,000
51,500
Accident Repair-Other Vehicles
98,806
91,251
102,133
103,000
Accident Repair-Safety Vehicls
117,741
85,924
97,598
128,750
59,400
84,989
69,986
85,000
138,145
98,604
98,946
51,500
Hydraulic Repair Cyl Pmps Mtrs
44,596
80,000
150,000
100,000
Glass Repair
20,000
10,000
29,935
10,000
Radiator & Gas Tank Repair
35,000
40,000
34,950
51,500
14,660
19,600
6,841
10,300
10,000
9,805
15,400
15,450
132,989
226,712
188,002
225,980
49,985
79,903
66,545
51,500
157,863
56,975
80,000
80,000
2,500
Heavy Truck Repair

Frame Repair & Alignment
Spring Repair
Tire Repair Road Service
Transmission Repair
Cushman Repair
1,073,280
1,060,250
1,075,538
1,064,980
79,407
82,486
90,869
92,001
103
3,019
2,502
4,450
Charges From W.P.C.
2,921
384
1,995
1,500
7,569
5,416
8,029
8,807
67
67
89
98
9,410
10,032
7,515
10,000
13,546
21,420
19,193
20,000
113,023
122,824
130,191
136,856
18,862,323
19,182,077
16,771,465
15,845,613
Revenues
2013
Actual
113,416
2014
Actual
$
2015
Unaudited
45,604
2016
Budget
85,619
86,000
Grant Revenue
4,088
Miscellaneous
16,676,587
19,476,781
16,268,028
15,684,844
12,407
7,698
6,773
8,000

$
16,806,498
19,530,083
16,360,421
15,778,844
February 1, 2016

464

Division of Motor Vehicle Maintenance
$ (000)
20000.
18000.
670 - Intrdept Chg
16000.
650 - Maintenance
14000.
640 - Materials
12000.
630 - Contractual
10000.
625 - Utilities
8000.
620 - Oth Trng
6000.
515 - Benefits
4000.
510 - Salaries
2000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

465
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Assistant Commissioner of Motor Vehicle Maintenance
26,273.96
92,066.54
Commissioner of Motor Vehicle Maintenance
40,314.82
136,049.25
Superintendent of Motorized Equipment
26,273.96
72,945.53
Superintendent of Vehicles Administrative Services
20,800.00
72,945.53
4
General Storekeeper
19.25
26.23
Principal Clerk
14.88
21.12
Storekeeper
16.66
21.82
6
PROFESSIONALS
27,193.55
115,424.36
Buyer
20,800.00
49,930.03
Fleet Management Data Manager
30,000.00
68,793.87
Project Coordinator
27,325.56
99,702.63
6
SKILLED CRAFT
21
20
21
12.60
22.26
Automobile Repairman Unit Leader
17.78
27.01
Heavy Duty Auto Body Repair Worker
15.73
23.56
26
23
26
Heavy Duty Mechanic
15.75
26.65
23.85
33.07
Welder/Fabricator
18.36
26.64
57
54
58
Tanker Truck Driver
24.85
25.85
Tire Repair Worker
14.08
20.56
77
72
76
TOTAL FULL TIME
77
72
76
TOTAL DIVISION
February 1, 2016

466

Michael Hewett, Commissioner
Printing
Department
& Reproduction
of Finance
Mission Statement
The Division of Printing and Reproduction is committed to providing innovative, sustainable
and cost-effective design, print and mail solutions to the City of Cleveland.
The duties of the Commissioner of Printing and Reproduction are as follows: to administer and control the affairs
of the division; to supervise the design, printing and mailing of material required for use by the City of Cleveland;
to develop specifications, evaluate bids, recommend the lease, rental or purchase of all photocopiers; and to
perform additional duties which may arise by codified ordinance or by the Director of Finance.
The Division of Printing and Reproduction is responsible for producing all forms, stationery, manuals, directories,
reports, brochures, newsletters, posters and other literature used by City departments, divisions, boards, bureaus,
council and Cleveland Municipal Court.
The Division of Printing and Reproduction operates a production facility at 1735 Lakeside Avenue. The division
also oversees a full-service copy center and mailroom at City Hall.
PROGRAM NAME:
OBJECTIVES:
COPY CENTER
Provide a variety of fast turnaround photocopying services.
ACTIVITIES:
Process assignments as requested. Offer technical assistance to customers.
PROGRAM NAME:
OBJECTIVES:
PRINTING SERVICES
Provide comprehensive reprographic services to the City of Cleveland.
ACTIVITIES:
Print materials requested by City Divisions. Provide mail services. Administer the Citys
photocopier and paper contracts.
February 1, 2016

467
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Longevity
Wage Settlements
Separation Payments
Overtime
Benefits
Hospitalization
2014
Actual
564,614
2015
Unaudited
569,303
2016
Budget
550,144
634,673
5,500
5,500
5,725
5,050
4,269
3,269
1,230
359
5,289
872
1,712
592
5,635
572,216
581,143
565,018
645,358
92,705
87,373
83,006
94,753
81
13,982
13,803
17,297
22,430
5,676
5,246
4,736
5,760
861
805
680
756
77,121
80,249
78,432
90,261
8,087
8,234
7,969
9,349
14,591
19,655
35,123
51,541
Life Insurance
535
504
453
624
Clothing Allowance
760
800
1,000
1,168
1,168
1,770
3,000
Prescription
Dental
Vision Care
Fica-Medicare
Travel
215,565
217,836
229,466
279,474
1,000

Utilities
Gas
407
1,000
250
1,653
2,770
1,488
5,000
2,338
3,560
1,895
7,250
3,812
4,074
3,245
3,343
33,590
37,409
39,336
40,516
2,025
5,000
37,402
41,482
44,606
48,859
562
3,778
792
1,500
Janitorial Services
Taxes
Photocopy Machine Rental
Other Contractual
$
790
Electricity - Cpp
685
10,000
15,000
15,000
364
809
160
250
23,450
621,500
617,172
691,294
679,523
1,731
2,351
1,500
622,426
633,489
733,046
697,773
February 1, 2016

468
2013
Actual
Office Supplies
Computer Hardware
2014
Actual
2015
Unaudited
2016
Budget
1,000
13,344
14,995
7,274
7,500
Computer Software
2,880
2,500
3,500
Small Equipment
9,000
10,000
Electrical Supplies
927
750
2,496
1,500
533,280
473,638
492,563
577,711
Other Supplies
1,437
1,079
195
1,000
4,994
6,268
1,922
3,500
Maintenance
555,551
508,787
504,454
606,461
84,260
69,741
74,147
90,000
4,330
500
2,693
500
1,000
2,204
954
5,000
Car Washes
240
150
701
500

92,284
72,886
75,101
96,650
4,869
3,080
3,973
4,023
Charges From M.V.M.
1,828
2,317
2,073
1,919
1,283
1,851
2,141
3,000
114

Capital Outlay
Other Equipment
8,094
7,249
8,187
8,942
457,873
457,873
2,105,875
2,524,305
2,161,774
2,390,767
Revenues
2013
Actual
Miscellaneous
$
February 1, 2016
1,307
2014
Actual
$
2015
Unaudited
2,591
3,673
2016
Budget
$
2,196,169
2,328,140
2,123,078
2,333,905
2,046
2,074
1,477
2,199,521
2,332,804
2,128,227
2,333,905

469

$ (000)
3000.
680 - Capital
2500.
670 - Intrdept Chg

650 - Maintenance
2000.
640 - Materials
630 - Contractual
1500.
625 - Utilities
620 - Oth Trng
1000.
515 - Benefits
500.
510 - Salaries
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016

470
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Asst. Commissioner of Printing and Reproduction
23,647.11
87,143.34
Commissioner of Printing and Reproduction
40,314.82
136,049.25
Printing Foreman
28,404.92
53,668.36
1
Principal Clerk
14.88
21.12
Receptionist
10.00
15.24
Senior Clerk
12.47
17.43
20,800.00
59,870.58
PROFESSIONALS
1
SERVICE AND MAINTENANCE

1
Mailing Specialist
20,800.00
52,000.00
Print Shop Helper
12.85
15.72
10.00
19.70
12.00
23.38
25,000.00
53,769.65
10.00
20.91
SKILLED CRAFT
2
Copy Center Operator
TECHNICIANS
0
First Press Operator
PC Technician
Second Press Operator
13
11
14
TOTAL FULL TIME
13
11
14
TOTAL DIVISION
February 1, 2016

STOREROOM & WAREHOUSE
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
471
2014
Actual
44,803
Longevity
2015
Unaudited
44,501
2016
Budget
54,062
74,696
300
300
300
875
Wage Settlements
194
380
Overtime
248
402
Benefits
Hospitalization
45,103
45,242
55,144
75,571
3,765
4,596
7,587
17,759
Prescription
1,146
1,112
1,842
4,153
284
278
375
984
81
81
97
144
6,198
6,290
7,274
10,580
635
636
770
1,099
28,992
576
514
577
Life Insurance
42
41
47
96
Clothing Allowance
220
400
Dental
Vision Care
Fica-Medicare
Equipment Rental
41,144
13,609
18,506
36,012
14,517
14,517
14,517
25,000
Other Contractual
Office Supplies
103
103
9,480
14,517
14,619
14,619
34,480
200
Postage
423,000
425,000
350,000
428,475
Computer Supplies
2,442
1,603
Computer Hardware
919
423,000
428,361
350,000
430,278
523,764
501,831
438,270
576,341
Revenues
2013
Actual
Miscellaneous
520,002
196
$
2014
Actual
520,198
2015
Unaudited
515,481
83
$
515,564
467,821
2016
Budget
$
225
$
468,046
516,057
516,057
February 1, 2016

472

$ (000)
600.
500.
640 - Materials
400.
630 - Contractual
300.
515 - Benefits
510 - Salaries
200.
100.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted

473
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
1
Messenger
10.00
16.01
Storekeeper
16.66
21.82
TOTAL FULL TIME
TOTAL DIVISION
February 1, 2016

474
HEALTH SELF INSURANCE FUND
Expenditures
Department
Health Self
ofInsurance
Human Resources
Fund
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
400,000
Stop Loss Insurance Med Mutal
798,490
1,161,205
1,488,609
Admin Fee Med Mutual
1,380,960
1,888,889
1,927,594
Admin Fee Anthem
421,339
683,603
733,474
Stop Loss Insurance Anthem
350,879
629,709
596,454
Program Promotion
50
Wellness Expense Anthem
31,092
32,822
39,996
Wellness Expense Medical Mutual
16,634
34,977
39,996
Wellness Expense Healthspan
13,812
4,990
15,000
Healthcare Consulting
449,949
Other Contractual

Health Care Reform Tax
170,000
3,463,153
57,726
4,606,247
7,665
5,241,123
Claims Healthcare Med Mut
21,827,178
42,839,956
47,989,149
Claims Healthcare Anthem
5,974,807
14,226,121
15,655,640
ACA Reinsurance Fee
1,186,484
600,000

27,859,710
58,260,226
64,244,789
3,099
2,697
2,959
3,099
2,697
2,959
31,325,963
62,869,170
69,488,871
Revenues
2013
Actual
2014
Actual
Miscellaneous
37,042,988
37,042,988
2015
Unaudited
$
62,110,735
62,128,608
2016
Budget
$
69,926,454
69,981,454
17,873
55,000

$ (000)
70000.
60000.
50000.
670 - Intrdept Chg

40000.
660 - Claims
630 - Contractual
30000.
20000.
10000.
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
PRESCRIPTION SELF INSURANCE FUND

Expenditures
475
2013
Actual
Claims Health Care
2014
Actual
2015
Unaudited
2016
Budget
7,920,874
13,968,934
16,186,933
7,920,874
13,968,934
16,186,933
7,920,874
13,968,934
16,186,933
Revenues
2013
Actual
2014
Actual
Miscellaneous
8,119,540
2015
Unaudited
$
15,029,542
49,662
$
8,169,202
2016
Budget
$
15,029,542
16,408,899
16,408,899
Prescription Self Insurance

$ (000)
18000.
16000.
14000.
12000.
10000.
660 - Claims
8000.
6000.
4000.
2000.
0.
2013 Actual
2014 Actual
Dec 2015
2016 Adopted
February 1, 2016
476
February 1, 2016
Agency Funds
Agency Funds are used to account for assets held by the City as an agent for individuals,
private organizations and other governments. The Agency Funds are custodial in nature
(assets equal liabilities) and do not have a measurement focus. However, the accrual basis
of accounting is used to recognize receivables and payables. The City's more significant
Agency Funds are used to account for Municipal Court and income tax collections for other
municipalities.
Agency Funds
Agency Funds
Agency Funds Summary
478
Agency Funds Summary
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
$
Change
%
Change
CENTRAL COLLECTION AGENCY

RECEIPTS
Decertifications
Beginning Balance
Ending Balance
FT Staffing Levels
February 1, 2016
9,020,459
EXPENDITURES
Net
8,859,115
(161,344)
8,860,690
8,791,124
$
69,566
9,337,772
9,302,487
$
35,285
11,640,829
11,640,829
24,059
21,561
46,010
443,406
306,121
397,248
478,543
306,121
82
397,248
75
478,543
79
478,543
101
2,303,057
25%
2,338,342
25%
(35,285)
-100%
(35,285)
-7%
22
28%
Agency Funds
CCA INCOME TAX ADMINISTRATION
479
Nassim M. Lynch, Administrator

CCADepartment
Income Tax Administration
of Finance
Mission Statement
To provide an efficient, centralized collection structure for collection of income tax for Cleveland
and other member communities.
The Division of Taxation was established by Ordinance 2393-66 effective November 28, 1966. As provided in the
Ordinance, the Division operates a centralized collection facility known as the Central Collection Agency for
purposes of collecting the municipal income tax for the City of Cleveland and many other municipalities that wish
to join the tax agency for purposes of administering their municipal tax ordinances. The contract between the
City of Cleveland and other member communities provides that the general policy of the Agency is established
under an Executive Board made up of the Finance Director of the City of Cleveland and four members elected by
the members of the agency.
The Income Tax Administrator is charged with the responsibility of receiving, recording and maintaining accurate
records of the taxes collected for the sixty-two member municipalities of the Central Collection Agency. This
includes the enforcement of the ordinance, making and enforcing regulation, determining tax due and
investigating persons or corporations who the Administrator has reason to believe owes taxes.
PROGRAM NAME:
OBJECTIVES:
AUDIT
To ensure that all taxpayers file correctly and pay the correct amount of income taxes for each
year a return is due.
ACTIVITIES:
Conduct audits to ensure compliance with the income tax ordinances.
PROGRAM NAME:
OBJECTIVES:
COLLECTION
To process municipal income tax collections on a daily basis.
ACTIVITIES:
Pre-audit and process incoming municipal income tax returns, withholding reports and
estimates daily upon receipt. Balance and deposit all cash and checks.
PROGRAM NAME:
OBJECTIVES:
COMPLIANCE
To enforce strict compliance of the municipal income tax ordinances.
ACTIVITIES:
Key or translate all tax forms, returns, source documents, and employers supplied W-2s into
machine readable language.
PROGRAM NAME:
OBJECTIVES:
DATA ENTRY
To generate accurate daily additions to the income tax records.
ACTIVITIES:
Verify that all individuals and businesses subject to the tax, file returns and pay all taxes due,
including penalties and interest due for late payment of taxes.
PROGRAM NAME:
OBJECTIVES:
RECORD RETENTION
To provide retention filing and legally secure storage of all tax records by the municipal
income tax ordinance.
ACTIVITIES:
Maintenance of tax records, assuring accessibility to Central Collection Agency staff.
PROGRAM NAME:
OBJECTIVES:
TAXPAYER ASSISTANCE
To provide information and assistance to all taxpayers in the area served by CCA.
ACTIVITIES:
Work with the member communities to reduce the number of errors on returns filed through
individual assistance and tax educational programs.
February 1, 2016
Agency Funds
480
Expenditures
2013
Actual
Salaries and Wages
Full Time Permanent
Part-Time Permanent
2014
Actual
3,430,848
2015
Unaudited
3,386,234
2016
Budget
3,875,711
4,744,467
254,472
230,868
268,975
357,336
33,875
30,350
29,000
31,800
38,536
38,536
Separation Payments
173,073
29,826
2,409
20,000
Overtime
334,646
247,381
206,162
250,000
Longevity
Wage Settlements
Benefits
Hospitalization
4,226,913
3,963,194
4,420,793
5,403,603
540,041
535,203
642,864
955,422
517
116,390
106,402
131,787
207,241
37,362
33,912
34,427
53,184
5,028
4,461
4,668
6,384
549,372
541,839
609,115
753,705
Fica-Medicare
54,583
53,709
60,417
78,352
66,548
54,411
42,281
46,856
3,289
2,941
3,116
4,848
216
220
12,000
Clothing Allowance
130
150
Prescription
Dental
Vision Care
Life Insurance

Travel
1,373,345
1,332,878
1,528,895
2,118,272
7,061
4,083
3,146
6,000

Utilities
Electricity - Cpp
1,182
1,461
2,000
12,404
26,446
26,454
32,000
20,125
31,711
31,061
40,000
28,405
30,099
32,952
34,000
Steam
660
47,549
91,097
111,285
106,000
75,953
121,196
144,237
140,000
1,321,258
1,249,613
942,106
1,330,000
20,474
15,300
8,782
18,000
1,442
1,672
2,250
5,000
2,449
2,689
2,833
3,000
580
700
Property Rental
20,865
21,822
22,913
26,000
Other Contractual
21,290
39,069
38,538
40,000
February 1, 2016
Agency Funds
481
2013
Actual
2014
Actual
2015
Unaudited
2016
Budget
40,000
38,000
36,000
50,000
Bank Service Fees
102,154
100,269
100,460
150,000
126,337
130,772
164,423
150,000

Office Supplies
1,656,849
1,599,206
1,318,305
1,772,700
16,617
3,568
4,160
5,000
Postage
204,866
221,678
290,550
450,000
789
2,804
3,000
Computer Hardware
56,976
33,547
34,130
75,000
Computer Software
13,530
44,086
37,192
35,000
23,030
26,180
3,288
5,000
336
500
Medical Supplies
500
500
941
1,565
993
1,500
500
21,737
36,387
30,345
39,000
Computer Supplies
Other Supplies
Batteries
Maintenance
338,486
370,152
400,658
615,500
10,016
11,251
7,468
17,600
3,800
3,280
5,000
9,910
74,085
45,000
60,032
64,236
67,004
67,000
600
168
200
54,105
Car Washes
Court Costs
80,557
133,560
151,838
134,800
16,631
11,484
11,489
20,000
Indirect Cost
434,533
447,025
499,550
451,164
446,484
458,514
519,550
90,900
40,431
159,944
161,937

Charges From M.V.M.
$
435,000
253,512
295,429
235,168
257,972
12,051
18,368
7,934
11,495
425,000
425,000
425,000
425,000
781,464
779,227
828,046
856,404
February 1, 2016
Agency Funds
482
2013
Actual
Capital Outlay
Office Equipment
Automobiles
2014
Actual
2015
Unaudited
13,516
15,603
2016
Budget
20,139
10,000
30,000
15,603
13,516
20,139
40,000
9,020,459
8,791,124
9,302,487
11,640,829
Revenues
2013
Actual
Miscellaneous
39
25,283
2016
Budget
$
2,691,405
2,790,908
3,383,829
1,830
1,800
1,950
2,000
6,160,000
6,160,000
6,510,000
8,255,000
8,895
7,446
9,632

$
2015
Unaudited
2,688,390
Due To Member Municipalities

Income Tax
2014
Actual
8,859,115
8,860,690
9,337,772
11,640,829
CCA Income Tax Administration

$ (000)
12000.
680 - Capital
670 - Intrdept Chg
10000.
660 - Claims
650 - Maintenance
8000.
640 - Materials
6000.
630 - Contractual
625 - Utilities
4000.
620 - Oth Trng

515 - Benefits
2000.
510 - Salaries
0.
2013 Actual
February 1, 2016
2014 Actual
Dec 2015
2016 Adopted
Agency Funds
483
Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum

1
Asst. Income Tax Administrator
26,273.96
92,066.54
Income Tax Administrator
42,758.15
142,024.13
Chief Bureau of Accounts and Collections
22,333.40
65,528.58
Chief of Tax Auditing Bureau
22,333.40
67,822.56
4
Accountant Clerk II
10.00
18.58
Customer Service Rep
12.15
18.57
25
14
20
Income Tax Tracer
12.60
19.82
Junior Cashier
11.14
17.83
Junior Clerk
11.97
14.86
Principal Cashier
14.66
24.95
Principal Clerk
14.88
21.12
20,800.00
48,986.27
Stock Clerk
13.11
19.16
41
23
36
PROFESSIONALS
1
Accountant IV
20,800.00
61,213.89
27,193.55
115,424.36
20,800.00
58,564.01
Assistant Director of Law
26,250.00
88,693.33
11
10
12
Auditor
20,800.00
60,614.58
Building Manager
23,647.11
80,438.24
Fiscal Manager
23,647.11
87,143.34
Income Tax Supervisor
20,800.00
58,564.01
26,273.96
84,984.86
Senior Tax Auditor
20,800.00
50,312.58
Supervising Tax Auditor
20,800.00
58,564.01
10
10
Tax Auditor I
14.39
20.76
10
Tax Auditor II
15.48
22.84
53
49
58
February 1, 2016
Agency Funds
484

Budget
2015
No. of Employees
December
2015
Salary Schedule
Budget
2016
Position
Minimum
Maximum
PARA-PROFESSIONALS
2
Paralegal
20,800.00
45,020.62
10.00
20.27
TECHNICIANS
1
101
79
101
Citizens Info Representative
TOTAL FULL TIME
PART TIME
0
27,193.55
115,424.36
20,800.00
58,564.01
Auditor
20,800.00
60,614.58
Income Tax Tracer
12.60
19.82
11
10
Student Aide
10.00
11.37
19
14
19
TOTAL PART TIME
120
93
120
TOTAL DIVISION
February 1, 2016
Appropriation Ordinance
485
Legislative Branch
Judicial Branch
Executive Branch
General Government
7,326,653
39,333,002
14,823,495
Department of Aging
1,173,863
2,440,965
Department of Law
11,821,850
16,860,237
6,874,079
331,439,843
67,805,937
303,015
9,846,265
1,717,892
Nondepartmental
54,978,407
Total Executive Branch
520,085,848
TOTAL GENERAL FUND
566,745,503
79,127,479
112,751,647
Enterprise Funds
744,771,152
Agency Funds
11,640,829
Debt Service Funds
65,035,681
TOTAL APPROPRIATIONS FOR 2016
$ 1,580,072,291
GENERAL FUND
LEGISLATIVE BRANCH
Council and Clerk of Council
I Personnel and Related Expenses
II Other Expenses
7,326,653
7,326,653
23,684,513
11,534,408
5,180,810
2,145,843
TOTAL LEGISLATIVE BRANCH
JUDICIAL BRANCH
Municipal Court - Judicial Division
II Other Expenses
20,952,710
2,731,803
Municipal Court - Clerk's Division

II Other Expenses
10,075,746
1,458,662
February 1, 2016
486
Municipal Court - Housing Division
II Other Expenses
4,114,081
39,333,002
2,878,487
5,380,959
211,221
139,614
235,910
1,453,301
1,288,133
1,664,543
5,352
673,928
3,861,863
252,218
EXECUTIVE BRANCH
GENERAL GOVERNMENT
Office of the Mayor
II Other Expenses
2,771,030
107,457

II Other Expenses
4,864,932
516,027
II Other Expenses
199,233
11,988

II Other Expenses
129,324
10,290

II Other Expenses
215,263
20,647

II Other Expenses
654,955
798,346

II Other Expenses
1,246,740
41,393

II Other Expenses
1,567,274
97,269

5,352
653,931

II Other Expenses
February 1, 2016
19,997
Office of Budget & Management-Budget Admin.

II Other Expenses
II Other Expenses
II Other Expenses
II Other Expenses
II Other Expenses
2,440,965
11,821,850
11,821,850
1,254,826
2,062,394
3,818,377
780,692
718,159
1,294,326
1,319,790
742,604

$
II Other Expenses
2,243,267
1,575,110
$
II Other Expenses
663,598
117,094

$
II Other Expenses
675,893
42,266
2,440,965
391,694
II Other Expenses
II Other Expenses
863,132
1,173,863
4,893,385
Finance Administration
6,928,465
TOTAL DEPARTMENT OF LAW
1,173,863
1,037,622
DEPARTMENT OF LAW
Department of Law
1,403,343
TOTAL DEPARTMENT OF HUMAN RESOURCES
14,823,495
250,590

923,273
TOTAL DEPARTMENT OF AGING
892,047
87,554
DEPARTMENT OF AGING
Department of Aging
$
804,493
487
660,690
633,636
February 1, 2016
488

II Other Expenses
II Other Expenses
II Other Expenses
416,273
6,874,079
5,298,699
190,736,623
87,039,122
24,952,593
1,522,099
291,700
II Other Expenses
3,613,504
1,685,195
Division of Police
$
II Other Expenses
180,837,000
9,899,623
Division of Fire
$
II Other Expenses
83,152,783
3,886,339
Division of Emergency Medical Services

$
II Other Expenses
22,325,137
2,627,456
Division of Animal Control Services
February 1, 2016
1,351,980
124,573

Public Safety Administration
II Other Expenses
$
1,083,415
TOTAL DEPARTMENT OF PUBLIC HEALTH
3,807,019
268,565
II Other Expenses
$
2,064,310
1,298,807
1,742,709
$
390,464
II Other Expenses
16,860,237
908,343
Division of Health
2,698,004
II Other Expenses
5,549,145
2,851,141

Public Health Administration
20,935
TOTAL DEPARTMENT OF FINANCE
1,382,318
1,361,383

1,148,385
373,714
II Other Expenses
5,530,955
331,439,843
3,423,573
12,269,754
1,244,531
7,764,389
14,077,504
1,893,405

$
II Other Expenses
3,155,148
268,425
$
II Other Expenses
8,376,666
3,893,088
Division of Parking Facilities-On Street

$
II Other Expenses
1,184,880
59,651

$
II Other Expenses
5,510,646
2,253,743
$
3,637,550
TOTAL DEPARTMENT OF PUBLIC SAFETY
II Other Expenses
148,760
5,800
II Other Expenses
$
142,960
755,210
393,410
II Other Expenses
$
361,800
91,368
11,362
II Other Expenses
$
80,006
878,008
40,218
II Other Expenses
$
837,790
Police Review Board
14,486,406
3,584,996
II Other Expenses
$
10,901,410

489
8,986,464
5,091,040
February 1, 2016
490
Division of Waste
II Other Expenses
II Other Expenses
II Other Expenses
303,015
2,167,020
6,200,779
1,478,466
9,846,265
1,717,892
1,717,892
1,725,000
22,463,073
6,007,949
192,830
Division of Construction Permit

$
II Other Expenses
1,452,823
25,643
TOTAL DEPARTMENT OF BUILDING AND HOUSING

Economic Development
$
II Other Expenses
1,694,833
23,059
TOTAL DEPARTMENT OF ECONOMIC DEVELOPMENT

NONDEPARTMENTAL
$
1,725,000
February 1, 2016
466,557
II Other Expenses
II Other Expenses
303,015
1,700,463
II Other Expenses
$
10,426
II Other Expenses
67,805,937
292,589
DEPARTMENT OF BUILDING AND HOUSING

Building and Housing Dir Office
893,939
TOTAL DEPARTMENT OF COMMUNITY DEVELOPMENT
3,689,731
2,795,792
DEPARTMENT OF COMMUNITY DEVELOPMENT

Director's Office
14,194,775
TOTAL DEPARTMENT OF PUBLIC WORKS
25,336,455
11,141,680

22,463,073
491
30,790,334
TOTAL NONDEPARTMENTAL
54,978,407
520,085,848
566,745,503
40,527,692
27,040,562
1,175,000
10,384,225
79,127,479
65,035,681
65,035,681
735,488
7,527,634
II Other Expenses
30,790,334
TOTAL GENERAL FUND
SPECIAL REVENUE FUND

Restricted Income Tax Fund
I Capital
II Debt Service
6,841,261
33,686,431
Street Construction, Maintenance & Repair Fund

II Other Expenses
15,847,945
11,192,617
Schools Recreation & Cultural Activities Fund

II Other Expenses
1,175,000
Division of Public Auditorium & Stadium-Stadium

II Other Expenses
10,384,225
TOTAL SPECIAL REVENUE FUNDS
DEBT SERVICE FUND

III Debt Service
65,035,681
TOTAL DEBT SERVICE FUNDS
INTERNAL SERVICE FUND

195,638
II Other Expenses
539,850
Information Systems Services-Telephone Exchange

II Other Expenses
1,483,359
6,044,275
February 1, 2016
492
Division of Motor Vehicle Maintenance

II Other Expenses
15,845,613
2,390,767
576,341
69,488,871
16,186,933
112,751,647
6,112,829
3,391,856
8,327,795
315,992,588
26,431,570
207,111,821
5,804,369
10,041,244
Division of Printing and Reproduction

II Other Expenses
924,832
1,465,935
City Storeroom and Central Warehouse

II Other Expenses
111,583
464,758

II Other Expenses
69,488,871
16,186,933
Prescription Self Insurance

II Other Expenses
TOTAL INTERNAL SERVICE FUNDS
ENTERPRISE FUNDS
DEPARTMENT OF PUBLIC UTILITIES
II Other Expenses
4,872,560
1,240,269
Radio
II Other Expenses
607,530
2,784,326
Division of Fiscal Control

II Other Expenses
5,673,150
2,654,645
Division of Water
II Other Expenses
85,419,013
230,573,575
Division of Water Pollution Control

II Other Expenses
11,099,397
15,332,173
Division of Cleveland Public Power

II Other Expenses
February 1, 2016
25,640,346
181,471,475
TOTAL DEPARTMENT OF PUBLIC UTILITIES
493
567,368,459
160,341,280
160,341,280
1,722,741
18,338
11,018,354
2,685,224
1,576,756
40,000
TOTAL DEPARTMENT OF PUBLIC WORKS
17,061,413
TOTAL ENTERPRISE FUNDS
744,771,152
11,640,829
11,640,829
DEPARTMENT OF PORT CONTROL

Divisions of Cleveland Hopkins & Burke Lakefront
Airports - Operations
II Other Expenses
30,847,795
129,493,485
TOTAL DEPARTMENT OF PORT CONTROL

Division of Cemeteries
II Other Expenses
1,275,223
447,518
Golf Course Fund

II Other Expenses
338
18,000
Division of Parking Facilities-Off Street Parking

II Other Expenses
1,399,859
9,618,495
Division of Public Auditorium

II Other Expenses
1,305,823
1,379,401
Division of West Side Market

II Other Expenses
482,635
1,094,121
Division of Property Management - East Side Market

II Other Expenses
40,000
AGENCY FUND
II Other Expenses
TOTAL AGENCY FUND
7,521,875
4,118,954
February 1, 2016
Glossary
494
Accrual Accounting - Method of accounting in which liabilities are reported in the year in which they occur
regardless of when payment is made and revenue must be reported in the year in which the services are
provided.
Glossary
Agency Funds - Are used to account for assets held by the City as an agent for individuals, private organizations
and other governments. The Agency Funds are custodial in nature (assets equal liabilities) and do not have a
measurement focus. However, the accrual basis of accounting is used to recognize receivables and payables.
The City's more significant Agency Funds are used to account for Municipal Court and income tax collections
for other municipalities.
Appropriation - Money authorized by formal legal action (City Council Ordinance) to be used for a specific
purpose.
Assessed Value - The dollar value assigned to a property for purposes of measuring applicable taxes. In Cleveland
the property tax equates to 35% of the appraised value.
Attrition - The loss of personnel in employment through resignation, retirement, etc.
Bed Tax - A levy imposed by the City Government on hotel stays within its jurisdiction.
Bond - A long-term IOU or promise to pay. It is a promise to repay a specific amount of money (the face amount of
the bond) on a particular date (the maturity date). Bond proceeds are primarily used to finance capital projects.
Bond Ratings - A grade given to bonds that indicates the bond issuer's financial strength or it's the ability to pay a
bond's principal and interest in a timely fashion. City ratings are from Moody's Investors Service, Standard &
Poor's, and Fitch.
Budget - A plan of financial activity for a specified fiscal year indicating all planned revenues and appropriations for
the year.
Budget Basis - Method of accounting in which revenues are recorded when received in cash, and expenditures are
recorded when paid in cash or encumbered.
CCA - Central Collection Agency
CMSD - Cleveland Metropolitan School District
COC - City of Cleveland
CPI - Consumer Price Index
CRB - Community Relations Board
CSB - Cleveland Small Businesses
CWD - Cleveland Water Department
Capital Improvement Program (CIP) - The City developed a comprehensive 5 year plan which classifies and
prioritizes capital projects by function. See page 24 for details.
Capital Outlay - Expenditures which cost more than $5,000 or have a useful life of at least 5 years. See page 24 for
details.
Capital Projects - The construction, rehabilitation or acquisition of fixed assets or permanent improvements.
Carry-Forward Balance - An amount of cash in excess of all financial obligations at the end of a fiscal year and
recognized as such at the beginning of the following year.
Cash Basis - Method of accounting in which transactions are recognized only when cash is received or disbursed.
Categorical Grant - Funds given through an agency of the Federal or State government with administrative
regulation attached and received after an application and contract. This grant type is aimed at accomplishing a
special purpose in a content area or to address a specific target group.
February 1, 2016
Glossary
495
Certificates of Participation (COPS) - A certificate of participation (which looks very much like a bond) represents
an undivided interest in the payments made by a public agency pursuant to a lease financing (or an installment
purchase agreement).
Community Development Block Grant (CDBG) - United States Department of Housing and Urban Development
(HUD) grant that is used to provide decent housing and a suitable living environment, and to expand economic
opportunities. This program is targeted principally for persons earning less than the median family income and
/ or activities that will prevent or eliminate slums and blight.
Comprehensive Annual Financial Report (CAFR) - The report is the annual publication of the City's financial
condition at conclusion of the fiscal year. The report is prepared to conform to Generally Accepted Accounting
Principles (GAAP) for governmental units and presentation of the financial data in conformity with the Adopted
Budget.
Contractual Services - Services provided under a contract subject to obtaining competitive quotations or bids.
DPC - The Department of Port Control
Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined
payment schedule.
Decertification - The withdrawal of financial obligation.
Defeasance of Debt - A rendering void; the voiding of a contract. Methods / tools by which an outstanding bond
issue can be made void, both legally and financially usually accomplished by a refunding transaction.
Department - The highest level of formal organization in the City, headed by a director who has overall
responsibility for the performance of a service or work type in all related divisions.
Division - The second level of organization within the City; it is part of a Department and headed by a
Commissioner, who administers a set of programs to accomplish specific City services.
EMS - Emergency Medical Service
Economic Indicator - A piece of economic data, usually of macroeconomic scale, that is used by investors to
interpret current or future investment possibilities and judge the overall health of an economy. Economic
indicators can potentially be anything the investor chooses, but specific pieces of data released by government
and non-profit organizations have become widely followed.
Encumbrance - Commitment of funds related to an as yet imperforate contract for goods or services.
Enterprise Funds - are used to account for operations that are financed and operated in a manner similar to private
business enterprises, where the intent of the governing body is that the costs of providing goods and services
to the general public on a continuing basis be financed or recovered primarily through user charges.
Expenditure Recovery - The reimbursement of money from one funding source to another in which the
reimbursing entity has an interest in the purchase of the goods or services.
Expenditures - Dispensing of available resources for the purpose of accomplishing a specific goal or objective.
FBE - Female Business Enterprises
Fee - A charge to the party who only benefits directly from the City's service, such as individual building permit
fees.
Fiscal Year - A twelve month period (January 1 through December 31) at the beginning of which the city
implements a new budget based on expected revenues and expenditures, and at the end of which the city
determines its financial position and the results of its operations.
Fund - An accounting entity with a self-balancing set of accounts designated for a particular purpose.
February 1, 2016
Glossary
496
Fund Balance - The balance in a fund remaining from all revenues, expenditures and carryover funds that is subject
to future appropriation.
GIS - Geographic Information System
General Bond Ordinance - A general obligation bond is a common type of municipal bond that is secured by a
state or local government's pledge to use legally available resources, including tax revenues, to repay bond
holders. The issuance and sale of all bonds or notes of the City is governed by "PART ONE: ADMINISTRATIVE
CODE, TITLE XIII: FISCAL MANAGEMENT, CHAPTER 177 - BONDS AND NOTES" of the City Ordinances.
General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial
resources, except those required to be accounted for in another fund.
General Obligation (G.O.) Bond - are backed by the full faith and credit of the City. Such bonds are payable from
ad valorem property taxes levied within the limitations provided by law, irrespective of whether such bonds are
secured by other receipts of the City in addition to such ad valorem property taxes.
Generally Accepted Accounting Principals (GAAP) - A widely accepted set of rules, conventions, standards, and
procedures for reporting financial information, as established by the Financial Accounting Standards Board.
Government Finance Officers Association (GFOA) - a professional association of approximately 17,500 state,
provincial, and local government finance officers in the United States and Canada who's purpose is to enhance
and promote the professional management of governments for the public benefit by identifying and
developing financial policies and best practices and promoting their use through education, training,
facilitation of member networking, and leadership.
Grant - A contribution by a government or other organization to support a particular function.
Grant Match - City funds, private funds, or in-kind services required to be contributed or raised by the receiving
entity for the purpose of matching funds obtained from Federal and State grant programs.
Inter-fund Subsidies - A grant of money from one fund to another to assist in operations which have been
deemed advantageous to the public.
Internal Service Funds - Are used to account for the financing of goods or services provided by one department or
division to other departments or divisions or to other governments on a cost-reimbursement basis. The City's
most significant Internal Service Funds are used to account for Motor Vehicle Maintenance, Municipal Income
Tax Administration and the Worker's Compensation Reserve.
LEED - Leadership in Energy and Environmental Design
LPE - Local Producer Enterprises
MBE - Minority Business Enterprises
Maturity - Refers to the final payment date of a loan or other financial instrument.
Modified Accrual Accounting - A basis of Accounting according to which (1) revenues are recognized in the
accounting period in which they become available and measurable and (2) expenditures are recognized in the
accounting period in which the fund liability is incurred, if measurable, except for un-matured interest on
general long-term debt and certain similar accrued obligations, which should be recognized when due.
OBC - Ohio Building Code
OBM - Office of Budget & Management
ODOT - Ohio Department of Transportation
OEO - Office of Equal Opportunity
Object Code - Identifies the reason for which the appropriation (money) will be spent, i.e. electricity, asphalt, etc.
February 1, 2016
Glossary
497
Operating Budget - Plan of current program expenditures and the proposed means of financing them.
Program - Service performed by division representing the purpose of funds spent.
Property Tax (Ad Valorem) - Ad Valorem is Latin for "according to value". Municipal property owners have their
property assessed on a periodic basis by a public tax assessor and assessed value is then used to compute an
annual tax, which is levied on the owner.
Proprietary Funds - A set of segregated revenue and expenditure accounts, set up for the purpose of showing net
income, financial position, and changes in financial position. Enterprise Fund and the Internal Service Fund are
Proprietary Funds.
Receipts - Cash recognized upon collection.
Reserve Fund - The City of Cleveland's current policy is to maintain a General Fund operating reserve of 5 percent
of the total General Fund Operating budget.
Restricted Income Tax Fund (RIT) - Revenue legislation for the support of Debt and ongoing General Fund Capital
expenses from allocating 1/9 of the General Fund Income Tax for this purpose.
Revenues - Anticipated income.
Revenue Bonds - A revenue bond is a special type of municipal bond distinguished by its guarantee of repayment
solely from revenues generated rather than from a tax.
SC2019 - Sustainable Cleveland 2019
SUBE - Sustainable Urban Business Enterprises
Self Generated Revenue - Income generated by means of fees or charges for services rendered by a division.
Sinking Fund Ordinance - A fund set up and accumulated by regular deposits for paying off the principal on a
debt or for other specified purposes. The City's Sinking Fund Commission was established by "PART ONE:
ADMINISTRATIVE CODE, TITLE XIII: FISCAL MANAGEMENT, CHAPTER 179 - SINKING FUND" of the City
Ordinances. The Commission, consisting of the Mayor, the Director of Finance, and the President of the Council,
was established pursuant to Section 110 of the Charter of the City of Cleveland to manage and control the
Sinking Fund in the manner provided by ordinance and by general law to the extent not provided by
ordinance.
Source - Identifies a broad category of origin of receipts i.e., Local Taxes, Licenses and Permits, Sales and Charges
for Service.
Special Revenue Funds - are used to account for revenues derived from specific taxes, grants or other restricted
revenue sources. The uses and limitations of each Special Revenue Fund is specified by legal, regulatory or
administrative provisions. These funds include most major federal and state grants.
Subordinate Income Tax (SIT) - Debt instruments which pledge the full faith and credit of the City as the primary
source of repayment. They are generally used for capital projects associated with the provision of basic services
Taxes - Compulsory charges levied by a government to finance services performed for the common benefit of
people. This term does not include specific charges made against particular persons or property for current or
permanent benefit, such as special assessments.
Transfers In - Revenue generated and transferred from other sub funds (i.e., land sales, Rainy Day Fund, Economic
Development Funds, etc.)
Turnover - The loss and gain of personnel in employment.
Type - Reflects the detailed source of revenue, i.e., Income Tax, Building Licenses, Permits, Rental of City Property,
etc.
Unencumbered Balance - An amount of cash free of financial obligation and available for expense.
February 1, 2016
Glossary
498
User Fees - Charges for services rendered or for goods provided.
Worker Adjustment & Retraining Notification Act (WARN) - The WARN act provides protection to workers, their
families and communities by requiring employers to provide notification 60 calendar days in advance of plant
closings and mass layoffs. WARN Notices are provided by employers to the Ohio Department of Job and Family
Services, Bureau of WIA, Rapid Response Section.
Workforce Investment Act (WIA) - The Workforce Investment Act of 1998 provides a framework to ensure
coordination of workforce development activities, under five separate titles: Job Training / Adult Education /
Wagner-Peyser / Vocational Rehab / General Provisions. The act also maintains separate funding streams for
Adults, Dislocated Workers, and Youths.
February 1, 2016
Alphabetic Listing
499
Alphabetic Listing
A
Airport General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403
Eastside Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426
Board of Building Standards and Appeals . . . . . . . . . . . . . . . . .99

Board of Zoning Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Boxing and Wrestling Commission . . . . . . . . . . . . . . . . . . . . . 121
Building and Housing Director's Office . . . . . . . . . . . . . . . . . 322
Bureau of Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
C
CCA Income Tax Administration . . . . . . . . . . . . . . . . . . . . . . . . 479
Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 416
City Planning Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Civil Service Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Cleveland Municipal Court - Clerk's Division . . . . . . . . . . . . 137
Cleveland Municipal Court - Housing Division . . . . . . . . . . 142
Cleveland Municipal Court - Judicial Division . . . . . . . . . . . 128
Cleveland Public Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 395
Cleveland Stadium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 355
Community Development Director's Office . . . . . . . . . . . . . 318
Community Police Commission . . . . . . . . . . . . . . . . . . . . . . . . 271
Community Relations Board . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Council and Clerk of Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80
County Auditor Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340
D
Department of Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Economic Development . . . . . . . . . . . . . . . .
Department of Human Resources . . . . . . . . . . . . . . . . . . . . . .
Department of Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Animal Care and Control . . . . . . . . . . . . . . . . . . . .
Division of Assessments and Licenses . . . . . . . . . . . . . . . . . .
Division of Code Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Construction Permitting . . . . . . . . . . . . . . . . . . . .
Division of Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Emergency Medical Service . . . . . . . . . . . . . . . . .
Division of Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Financial Reporting and Control . . . . . . . . . . . . .
Division of Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Park Maintenance and Properties . . . . . . . . . . .
Division of Parking Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Property Management . . . . . . . . . . . . . . . . . . . . . .
Division of Public Health Administration . . . . . . . . . . . . . . . .
Division of Public Works Admin . . . . . . . . . . . . . . . . . . . . . . . .
Division of Purchases and Supplies . . . . . . . . . . . . . . . . . . . . .
Division of Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Traffic Engineering . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Treasury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Division of Waste Collection and Disposal . . . . . . . . . . . . . .
Division Of Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
150
336
157
279
162
170
225
256
174
327
332
260
250
219
193
244
212
303
293
236
297
208
284
185
288
314
181
309
376
Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
G
Golf Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 420
H
Health Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474
I
Information Systems Services . . . . . . . . . . . . . . . . . . . . . . . . . . 198
L
Landmarks Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95
M
Motor Vehicle Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 460
O
Office of Budget and Management . . . . . . . . . . . . . . . . . . . . . 204
Office of Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Office of Equal Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Office of Professional Standards . . . . . . . . . . . . . . . . . . . . . . . . 265
Office of Radio Communications . . . . . . . . . . . . . . . . . . . . . . . 366
Office of the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Other Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
P
Parking Lots General Operations . . . . . . . . . . . . . . . . . . . . . . .
Police Inspector General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Police Review Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prescription Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . .
Printing & Reproduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Public Auditorium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Public Safety Administration . . . . . . . . . . . . . . . . . . . . . . . . . . .
422
275
268
475
466
427
229
R
Restricted Income Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347
S
Schools Recreation & Cultural . . . . . . . . . . . . . . . . . . . . . . . . . .
Sinking Fund General Operations . . . . . . . . . . . . . . . . . . . . . .
Storeroom & Warehouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Street Construction, Maintenance & Repair . . . . . . . . . . . . .
354
452
471
348
T
Telephone Exchange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 457
Transfers to Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341
U
Utilities Fiscal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 371
Utilities General Administration . . . . . . . . . . . . . . . . . . . . . . . . 360
W
Water Pollution Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387
Westside Market General Operations . . . . . . . . . . . . . . . . . . . 433
Februaryl 1, 2016
500
Februaryl 1, 2016
Acknowledgements
Sharon Dumas
Acknowledgements
Finance Director

Joanna Henderson
Accountant IV
Gregory Cordek
Briana Cleveland
Budget Analyst
Shola Ojo
Nicole Gallagher
Stanley Kolenda
Tina Magistro
SUPPORT
Division of Printing
Desktop Publishing and Printing Support
OFFICES
601 Lakeside Ave., Room 104
Cleveland, Ohio 44114
216-664-2536
Fax: 216-664-2535
REFERENCE DOCUMENTS
* Current statistical community and consumer data was pulled from a number of sources including the following:
2015 Comprehensive Annual Financial Report
Bureau of Labor Statistics
Department of Commerce
Ohio Labor Market Information; Leading Indicators
Position Salary Bands taken from updates to Ordinance No. 323-15, passed March 30, 2015
February 1, 2016
City of Cleveland
Mission Statement
We are committed to improving the quality of life in the City of Cleveland by

strengthening our neighborhoods, delivering superior services, embracing the
diversity of our citizens, and making Cleveland a desirable, safe city in which to
live, work, raise a family, shop, study, play, and grow old.

2016MayorsEstimate2 2 2016

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

2016MayorsEstimate2 2 2016

Caricato da

Copyright:

Formati disponibili

2016

CITY OF CLEVELAND, OHIO

We are committed to improving the quality of life in the City of Cleveland by

Document Organization Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

City of Cleveland 2016 Mayors Estimate

Special Revenue Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

City of Cleveland 2016 Mayors Estimate

Small Enterprise Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 413

Debt Service Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437

Internal Service Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447

Agency Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477

Appropriation Ordinance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 485

City of Cleveland 2016 Mayors Estimate

Document Organization Summary

Document Organization Summary

City of Cleveland 2016 Mayors Estimate

Mayor's Letter of Transmittal

To the Cleveland City Council and Citizens of Cleveland,

City of Cleveland 2016 Mayors Estimate

Mayor's Letter of Transmittal

City of Cleveland 2016 Mayors Estimate

The Budget as a Policy Guide

The Budget as a Financial Plan

City of Cleveland 2016 Mayors Estimate

The Budget as an Operations Guide

The Budget as a Communication Device

Restricted Income Tax

Central Collection Agency

East Side Market

Street Construction & Maintenance

Information Systems Services

Motor Vehicle Maintenance

Printing & Reproduction

West Side Market

City of Cleveland 2016 Mayors Estimate

Public Square 1912

Present Day Skyline

City of Cleveland 2016 Mayors Estimate

City of Cleveland 2016 Mayors Estimate

City of Cleveland 2016 Mayors Estimate

EMPLOYMENT AND UNEMPLOYMENT

City of Cleveland 2016 Mayors Estimate

SOURCE: Crains 2016 Book of Lists

AIRPORT QUICK FACTS

Operations Per Year:

Cargo Commercial Airline Operations

Landings per day:

Public Parking Spaces:

Blue Lot Parking

Orange Lot Parking

Brown Lot Parking

Red Lot Parking

General Aviation Based Aircraft

City of Cleveland 2016 Mayors Estimate

POLICE QUICK FACTS

Neighborhood Watch Locations

Public Safety Communications Center

FIRE & EMS QUICK FACTS

Fire Unit Responses

EMS Medical Runs Per Year Dispatched

Patients Transported to Hospitals by EMS

City of Cleveland 2016 Mayors Estimate

PARKS & RECREATION QUICK FACTS